San Francisco County 2005-2006 - California Grand Jury Reports

From the annual report

The consolidated year-end volume. The individual investigations it contains are listed separately below.

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Individual reports (17)

April 10, 2007 — Status of the Recommendations by the Civil Grand Jury

50 pages 9 recommendations

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Additional Recommendations 9

Not linked to specific findings.

R1: Acoustics. With the help of an acoustical expert, develop a design for reducing the noise level with the objective of producing a quieter and therefore more calming environment in Jails #1 and #2. Investigate introducing sound-deadening textures or devices on walls and ceilings to help reduce the noise level.

R2: Colors. When repainting or replacing items, utilize colors from the overall color master plan of the new San Bruno Jail to replace the beige/ gray blandness in Jails #1 and #2.

R3: Art: Consider enhancing the prison environment by displaying prisoners’ art on some of the walls. 2005-06 San Francisco Jails: 1.3 Evaluate the physical environment of Jails #1 and #2 in the Hall of Justice and, if practical, apply some of Mayor’s Office Will Not Be Does not pertain to the Mayor’s Office. An Investigative Visit the environmental design concepts incorporated into the new San Bruno Jail, including a variety of colors, Implemented: Not noise reduction techniques, and art. We urge the City to include funds for these recommended design Warranted or Not improvements to the existing Jails #1 and #2 in the 2006-07 budget. Reasonable

R4: Acoustics. With the help of an acoustical expert, develop a design for reducing the noise level with the objective of producing a quieter and therefore more calming environment in Jails #1 and #2. Investigate introducing sound-deadening textures or devices on walls and ceilings to help reduce the noise level.

R5: Colors. When repainting or replacing items, utilize colors from the overall color master plan of the new San Bruno Jail to replace the beige/ gray blandness in Jails #1 and #2.

R6: Art: Consider enhancing the prison environment by displaying prisoners’ art on some of the walls. 2005-06 San Francisco Jails: 1.3 Evaluate the physical environment of Jails #1 and #2 in the Hall of Justice and, if practical, apply some of Sheriff’s Requires Further 3 – Acoustics: We have received no report on DPW’s efforts to analyze An Investigative Visit the environmental design concepts incorporated into the new San Bruno Jail, including a variety of colors, Department Analysis,Will Be this. noise reduction techniques, and art. We urge the City to include funds for these recommended design (SFSD) Implemented in the improvements to the existing Jails #1 and #2 in the 2006-07 budget. Future,Will Not Be 2 – Colors: No painting is underway due to serious jail overcrowding. It Implemented: Not is difficult to predict when we will be able to clear entire housing areas for

R7: Acoustics. With the help of an acoustical expert, develop a design for reducing the noise level with the Warranted or Not painting. objective of producing a quieter and therefore more calming environment in Jails #1 and #2. Reasonable Investigate introducing sound-deadening textures or devices on walls and ceilings to help reduce the noise 4 – Art: Not reasonable. Hanging art in the housing areas of the jails level. provides opportunities for hiding contraband and jail made weapons.

R8: Colors. When repainting or replacing items, utilize colors from the overall color master plan of the new San Bruno Jail to replace the beige/ gray blandness in Jails #1 and #2.

R9: Art: Consider enhancing the prison environment by displaying prisoners’ art on some of the walls. 2005-06 San Francisco Jails: 2.1 The continued recruitment and hiring of new deputies should be given top priority. The Department should Mayor’s Office Will Not Be Does not pertain to the Mayor’s Office. An Investigative Visit develop a coordinated recruitment outreach plan so that information about the current deputy recruitment Implemented: Not program is disseminated widely to community groups, peace officer associations, and web sites. Warranted or Not Reasonable 2005-06 Response 2007 Response Text CGJ Year Report Title Recommendation Required 2007 Response (1) 2005-06 San Francisco Jails: 2.1 The continued recruitment and hiring of new deputies should be given top priority. The Department should Sheriff’s Will Be Efforts continue. Funding has been requested in the 07-08 budget for An Investigative Visit develop a coordinated recruitment outreach plan so that information about the current deputy recruitment Department Implemented in the enhanced recruitment.. program is disseminated widely to community groups, peace officer associations, and web sites. (SFSD) Future 2005-06 San Francisco Jails: 2.2 The SFSD should consult with the Department of Telecommunications and Information Services (DTIS) toMayor’s Office Will Not Be Does not pertain to the Mayor’s Office. An Investigative Visit determine how to maximize the effectiveness of the SFSD website and how to ensure that the Department’s Implemented: Not recruitment efforts get maximum exposure on Google and other search engine web sites. Warranted or Not Reasonable 2005-06 San Francisco Jails: 2.2 The SFSD should consult with the Department of Telecommunications and Information Services (DTIS) toSheriff’s Will Be Funding requested in 07-08 budget. An Investigative Visit determine how to maximize the effectiveness of the SFSD website and how to ensure that the Department’s Department Implemented in the recruitment efforts get maximum exposure on Google and other search engine web sites. (SFSD) Future 2005-06 San Francisco Jails: 33..11 IItt iiss rreeccoommmmeennddeedd tthhaatt tthhee OOffffiiccee ooff tthhee MMaayyoorr pprroovviiddee lleeaaddeerrsshhiipp bbyy iissssuuiinngg aa ssttaatteemmeenntt ssuuppppoorrttiinngg aann Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: An Investigative Visit iinntteeggrraatteedd,, mmuullttii--aaggeennccyy aapppprrooaacchh ttoo pprrooggrraammss ffoorr pprriissoonneerrss rreelleeaasseedd ffrroomm ccuussttooddyy.. TThhiiss gglloobbaall aapppprrooaacchh Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit ccoouulldd ssttrreettcchh lliimmiitteedd ffuunnddiinngg bbyy ccoooorrddiinnaattiinngg eexxiissttiinngg ggoovveerrnnmmeennttaall rreessoouurrcceess wwiitthh ccoommmmuunniittyy aaggeenncciieess Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). mmeennttiioonneedd iinn tthhee ddiissccuussssiioonn sseeccttiioonn ooff tthhee rreeppoorrtt,, aass wweellll aass ssuucchh aaddddiittiioonnaall aaggeenncciieess aass WWaallddeenn HHoouussee,, tthhee Reasonable NNoorrtthheerrnn CCaalliiffoorrnniiaa SSeerrvviiccee LLeeaagguuee aanndd eessttaabblliisshheedd ddrruugg rreehhaabbiilliittaattiioonn pprrooggrraammss.. The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the IItt iiss aallssoo rreeccoommmmeennddeedd tthhaatt tthhee BBooaarrdd ooff SSuuppeerrvviissoorrss aanndd tthhee MMaayyoorr ffoollllooww uupp tthhee aabboovvee ssttaatteemmeenntt bbyy funding recommendations. Therefore, pursuant to California Penal Code Sections afu pnidloint gp rao jpeiclot tt op rroejdeuctc eto r reecdiduicveis mre.c Siduivcihsm a. pSrougchra am p, rfougnrdaemd ,a ftu $n3d0e0d, 0a0t 0$ 3a0 y0e,0a0r 0fo ar yfievea ry feoar rfsiv, ec oyueladr sc,o cnosuisldt of 933.005(a) and (b), the Board will not be implementing the ac ofenwsi sstt aofff ae iftehwe rs wtaitfhf ieni tohre rin w citlohsine ocro innn celoctsioen c ownitnhe tchteio Sn FwSitDh .t hTeh eS pFrSoDgr. aTmh ew poruolgdr caomo rwdoinualdte c SoForSdDin amtee mSbFeSrDs recommendation. omr eomthbeerrss w ohr oo twhoeursld w choou nwsoeul ldp rcisoounnesresl apbriosuotn aevrsa ialabboleu ts aevraviiclaebsl ep rsieorrv tioc eres leparisoer taon rde lceoaosred iannadte c aococrdeisnsa ttoe tahcocsees ss etorv ticheoss ep ossetr-vriecleesa speo.s Tt-hreel eoabsjeec. tT whoeu oldb jbeec tt ow oeunlcdo buera tgoe e anncdo ufaracgilieta aten dre flaecailsiteadte p rreisleoanseersd tpor iasvoaniel rs to tahveamil stheelvmess eolfv ethso osfe t heoxisseti negx iostpinpgo rotupnpiotiretsu.nities. AAfftteerr ffoouurr yyeeaarrss ooff ooppeerraattiioonn,, tthhee CCiittyy wwoouulldd bbee iinn aa ppoossiittiioonn ttoo eevvaalluuaattee ssuucchh aa pprrooggrraamm.. IIff iitt iiss ffoouunndd tthhaatt recid recidivism has been reduced by even one per cent, enough money will have been saved to cover the cost of the program and the program should be continued. If the program reduces recidivism by a larger percentage, it would be a net savings to the City. If it fails to reduce recidivism, the City should consider what other means to reduce recidivism might be appropriate. 2005-06 San Francisco Jails: 33..11 IItt iiss rreeccoommmmeennddeedd tthhaatt tthhee OOffffiiccee ooff tthhee MMaayyoorr pprroovviiddee lleeaaddeerrsshhiipp bbyy iissssuuiinngg aa ssttaatteemmeenntt ssuuppppoorrttiinngg aann Mayor’s Office Recommendation The Mayor’s Office is providing funding support for re-entry programs.. An Investigative Visit iinntteeggrraatteedd,, mmuullttii--aaggeennccyy aapppprrooaacchh ttoo pprrooggrraammss ffoorr pprriissoonneerrss rreelleeaasseedd ffrroomm ccuussttooddyy.. TThhiiss gglloobbaall aapppprrooaacchh Implemented For example, the Sheriff’s Department has set aside $600,000 for ccoouulldd ssttrreettcchh lliimmiitteedd ffuunnddiinngg bbyy ccoooorrddiinnaattiinngg eexxiissttiinngg ggoovveerrnnmmeennttaall rreessoouurrcceess wwiitthh ccoommmmuunniittyy aaggeenncciieess community agencies to serve up to 100 prisoners who have been mmeennttiioonneedd iinn tthhee ddiissccuussssiioonn sseeccttiioonn ooff tthhee rreeppoorrtt,, aass wweellll aass ssuucchh aaddddiittiioonnaall aaggeenncciieess aass WWaallddeenn HHoouussee,, tthhee released beginning in October 2006. NNoorrtthheerrnn CCaalliiffoorrnniiaa SSeerrvviiccee LLeeaagguuee aanndd eessttaabblliisshheedd ddrruugg rreehhaabbiilliittaattiioonn pprrooggrraammss.. IItt iiss aallssoo rreeccoommmmeennddeedd tthhaatt tthhee BBooaarrdd ooff SSuuppeerrvviissoorrss aanndd tthhee MMaayyoorr ffoollllooww uupp tthhee aabboovvee ssttaatteemmeenntt bbyy funding afu pnidloint gp rao jpeiclot tt op rroejdeuctc eto r reecdiduicveis mre.c Siduivcihsm a. pSrougchra am p, rfougnrdaemd ,a ftu $n3d0e0d, 0a0t 0$ 3a0 y0e,0a0r 0fo ar yfievea ry feoar rfsiv, ec oyueladr sc,o cnosuisldt of ac ofenwsi sstt aofff ae iftehwe rs wtaitfhf ieni tohre rin w citlohsine ocro innn celoctsioen c ownitnhe tchteio Sn FwSitDh .t hTeh eS pFrSoDgr. aTmh ew poruolgdr caomo rwdoinualdte c SoForSdDin amtee mSbFeSrDs omr eomthbeerrss w ohr oo twhoeursld w choou nwsoeul ldp rcisoounnesresl apbriosuotn aevrsa ialabboleu ts aevraviiclaebsl ep rsieorrv tioc eres leparisoer taon rde lceoaosred iannadte c aococrdeisnsa ttoe tahcocsees ss etorv ticheoss ep ossetr-vriecleesa speo.s Tt-hreel eoabsjeec. tT whoeu oldb jbeec tt ow oeunlcdo buera tgoe e anncdo ufaracgilieta aten dre flaecailsiteadte p rreisleoanseersd tpor iasvoaniel rs to tahveamil stheelvmess eolfv ethso osfe t heoxisseti negx iostpinpgo rotupnpiotiretsu.nities. AAfftteerr ffoouurr yyeeaarrss ooff ooppeerraattiioonn,, tthhee CCiittyy wwoouulldd bbee iinn aa ppoossiittiioonn ttoo eevvaalluuaattee ssuucchh aa pprrooggrraamm.. IIff iitt iiss ffoouunndd tthhaatt recid recidivism has been reduced by even one per cent, enough money will have been saved to cover the cost of the program and the program should be continued. If the program reduces recidivism by a larger percentage, it would be a net savings to the City. If it fails to reduce recidivism, the City should consider what other means to reduce recidivism might be appropriate. 2005-06 Response 2007 Response Text CGJ Year Report Title Recommendation Required 2007 Response (1) 2005-06 San Francisco Jails: 33..11 IItt isis rreeccoommmmeennddeedd tthhaatt tthhee OOfffficicee ooff tthhee MMaayyoorr pprroovvididee leleaaddeerrsshhipip bbyy isisssuuiningg aa ssttaatteemmeenntt ssuuppppoorrttiningg aann Sheriff’s Recommendation While this specific program was not funded, the Sheriff’s Department An Investigative Visit inintteeggrraatteedd,, mmuultlti-i-aaggeennccyy aapppprrooaacchh ttoo pprrooggrraammss ffoorr pprrisisoonneerrss rreeleleaasseedd ffrroomm ccuussttooddyy.. TThhisis gglolobbaal l aapppprrooaacchh Department Implemented received funding to create a comprehensive re-entry program for recently ccoouuldld ssttrreettcchh lilmimititeedd ffuunnddiningg bbyy ccoooorrddininaattiningg eexxisisttiningg ggoovveerrnnmmeennttaal l rreessoouurrcceess wwitithh ccoommmmuunnitityy aaggeennccieiess (SFSD) released individual, called the No Violence Alliance, in September, 2006. mmeennttioionneedd inin tthhee ddisisccuussssioionn sseeccttioionn ooff tthhee rreeppoorrtt,, aass wweelll l aass ssuucchh aaddddititioionnaal l aaggeennccieiess aass WWaaldldeenn HHoouussee,, tthhee To date, more than 100 ex-offenders have been served., and statistics NNoorrtthheerrnn CCaalilfifoorrnniaia SSeerrvvicicee LLeeaagguuee aanndd eessttaabblilsishheedd ddrruugg rreehhaabbiliiltitaattioionn pprrooggrraammss.. measuring effectiveness are being collected. IItt isis aalslsoo rreeccoommmmeennddeedd tthhaatt tthhee BBooaarrdd ooff SSuuppeerrvvisisoorrss aanndd tthhee MMaayyoorr ffoollloloww uupp tthhee aabboovvee ssttaatteemmeenntt bbyy funding afu pnildoitn pgr ao jepcilot tt op rroejdeucct eto r erecdiduivcies mre.c Siduivcihs ma .p Srougcrha ma ,p fruongdraemd ,a ftu $n3d0e0d, 0a0t 0$ 3a0 y0e,0a0r 0fo ar fyiveea ry efoarr sfi,v eco yuelda rcso, ncsoiusltd o f ac ofenwsi sstt aofff ae iftehwer swtaitfhf ieni tohre irn w ciltohsine ocro ninn celcotsioen c wonithn ethcteio SnF wSiDth. tThhee S pFrSogDr.a Tmh ew opuroldg rcaomo rwdionualtde cSoFoSrdDin mateem SbFeSrsD omr eomthbeersrs w ohro o wthoeursld w choou nwsoeul lpdr icsoounnesrse la pbroisuotn aevrasi laabboleu ts aevrvaiiclaebsl ep rsioerr vtoic eresl eparisoer aton dre cleoaosred inaantde caococredsinsa ttoe tahcocsees sse trov itcheoss ep ossetr-vreicleeass peo. sTt-hree loebajseec.t Twhoeu oldb bjeec tt ow eonucldo ubrea gtoe eanncdo ufarcaiglieta aten dre flaecaislietadt ep rriesloenaesresd t op raisvoanile rs to tahveamils tehlevmess eolfv tehso soef tehxoissetin egx iosptipnogr toupnpitoiertsu.nities. AAfftteerr ffoouurr yyeeaarrss ooff ooppeerraattioionn,, tthhee CCitityy wwoouuldld bbee inin aa ppoossititioionn ttoo eevvaaluluaattee ssuucchh aa pprrooggrraamm.. IIff itit isis ffoouunndd tthhaatt recid recidivism has been reduced by even one per cent, enough money will have been saved to cover the cost of the program and the program should be continued. If the program reduces recidivism by a larger percentage, it would be a net savings to the City. If it fails to reduce recidivism, the City should consider what other means to reduce recidivism might be appropriate. 2005-06 San Francisco’s 1.1 Provide DTIS personnel with training to obtain the skills needed to demonstrate to City departments that Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information DTIS can go beyond the technical side of IT and provide effective project management, not just technical Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: services. IT vendors’ professional service contracts should include a provision mandating the training of City Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or IT employees in the use and maintenance of the relevant software and/or hardware, as appropriate. Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 1.1 Provide DTIS personnel with training to obtain the skills needed to demonstrate to City departments that Committee On Will Be Working closely with the Human Resources group within GSA, DTIS is Information DTIS can go beyond the technical side of IT and provide effective project management, not just technical Information Implemented in the embarking on a multi-year, multi-step plan to address professional Technology Highway: services. IT vendors’ professional service contracts should include a provision mandating the training of City Technology Future development at DTIS. DTIS is beginning with an assessment of Potholes or IT employees in the use and maintenance of the relevant software and/or hardware, as appropriate. (COIT) technology skills necessary for future development and operations, Possibilities assessing the current skills, and developing a gap analysis that will be the basis for a development plan. 2005-06 San Francisco’s 1.1 Provide DTIS personnel with training to obtain the skills needed to demonstrate to City departments that Department of Will Be Working closely with the Human Resources group within GSA, DTIS is Information DTIS can go beyond the technical side of IT and provide effective project management, not just technical TelecommunicatImplemented in the embarking on a multi-year, multi-step plan to address professional Technology Highway: services. IT vendors’ professional service contracts should include a provision mandating the training of City ions Services Future development at DTIS. DTIS is beginning with an assessment of Potholes or IT employees in the use and maintenance of the relevant software and/or hardware, as appropriate. technology skills necessary for future development and operations, Possibilities assessing the current skills, and developing a gap analysis that will be the basis for a development plan. 2005-06 San Francisco’s 1.1 Provide DTIS personnel with training to obtain the skills needed to demonstrate to City departments that General Will Not Be Support implementation action by Department of Telecommunication and Information DTIS can go beyond the technical side of IT and provide effective project management, not just technical Services Implemented: Not Information Systems. Technology Highway: services. IT vendors’ professional service contracts should include a provision mandating the training of City Agency (GSA) Warranted or Not Potholes or IT employees in the use and maintenance of the relevant software and/or hardware, as appropriate. Reasonable Possibilities 2005-06 San Francisco’s 1.1 Provide DTIS personnel with training to obtain the skills needed to demonstrate to City departments that Mayor’s Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information DTIS can go beyond the technical side of IT and provide effective project management, not just technical Implemented: Not Technology Highway: services. IT vendors’ professional service contracts should include a provision mandating the training of City Warranted or Not Potholes or IT employees in the use and maintenance of the relevant software and/or hardware, as appropriate. Reasonable Possibilities 2005-06 Response 2007 Response Text CGJ Year Report Title Recommendation Required 2007 Response (1) 2005-06 San Francisco’s 1.2 Monitor and evaluate the success of “in house” training that is performed by professional services Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information contractors as a condition of future contracts. Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 1.2 Monitor and evaluate the success of “in house” training that is performed by professional services Committee On Requires Further DTIS is working with the Office of Contract Administration (OCA) to Information contractors as a condition of future contracts. Information Analysis determine the most efficient way to implement this recommendation. Technology Highway: Technology Potholes or (COIT) Possibilities 2005-06 San Francisco’s 1.2 Monitor and evaluate the success of “in house” training that is performed by professional services Department of Requires Further DTIS is working with the Office of Contract Administration (OCA) to Information contractors as a condition of future contracts. TelecommunicatAnalysis determine the most efficient way to implement this recommendation. Technology Highway: ions Services Potholes or Possibilities 2005-06 San Francisco’s 1.2 Monitor and evaluate the success of “in house” training that is performed by professional services General Will Not Be Support implementation action by Department of Telecommunication and Information contractors as a condition of future contracts. Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 1.2 Monitor and evaluate the success of “in house” training that is performed by professional services Mayor’s Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information contractors as a condition of future contracts. Implemented: Not Technology Highway: Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 1.3 Restructure IT functions around a “hybrid” model. Services and functions common to all 64 City Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information departments should be centralized. IT functions specific and unique to individual departments should continue Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: to remain in those departments. Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 1.3 Restructure IT functions around a “hybrid” model. Services and functions common to all 64 City Committee On Will Be A first step toward achieving this goal is to clearly understand the current Information departments should be centralized. IT functions specific and unique to individual departments should continue Information Implemented in the state of technology architecture, operations, applications, E-Government Technology Highway: to remain in those departments. Technology Future services, etc in the City. With this information, a formal plan will be Potholes or (COIT) developed to implement the hybrid model. As a result, DTIS will include Possibilities in its FY 07-08 budget, funding for a Citywide Technology Assessment. 2005-06 San Francisco’s 1.3 Restructure IT functions around a “hybrid” model. Services and functions common to all 64 City Department of Will Be A first step toward achieving this goal is to clearly understand the current Information departments should be centralized. IT functions specific and unique to individual departments should continue TelecommunicatImplemented in the state of technology architecture, operations, applications, E-Government Technology Highway: to remain in those departments. ions Services Future services, etc in the City. With this information, a formal plan will be Potholes or developed to implement the hybrid model. As a result, DTIS will include Possibilities in its FY 07-08 budget, funding for a Citywide Technology Assessment. 2005-06 Response 2007 Response Text CGJ Year Report Title Recommendation Required 2007 Response (1) 2005-06 San Francisco’s 1.3 Restructure IT functions around a “hybrid” model. Services and functions common to all 64 City General Will Not Be Support implementation action by Department of Telecommunication and Information departments should be centralized. IT functions specific and unique to individual departments should continue Services Implemented: Not Information Systems. Technology Highway: to remain in those departments. Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 1.3 Restructure IT functions around a “hybrid” model. Services and functions common to all 64 City Mayor’s Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information departments should be centralized. IT functions specific and unique to individual departments should continue Implemented: Not Technology Highway: to remain in those departments. Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 1.4 The person who oversees IT activities citywide should be elevated to a Chief Information Officer. Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 1.4 The person who oversees IT activities citywide should be elevated to a Chief Information Officer. Committee On Recommendation The Executive Director of the DTIS is now the Chief Information Officer Information Information Implemented for the City. Technology Highway: Technology Potholes or (COIT) Possibilities 2005-06 San Francisco’s 1.4 The person who oversees IT activities citywide should be elevated to a Chief Information Officer. Department of Recommendation The Executive Director of the DTIS is now the Chief Information Officer Information TelecommunicatImplemented for the City. Technology Highway: ions Services Potholes or Possibilities 2005-06 San Francisco’s 1.4 The person who oversees IT activities citywide should be elevated to a Chief Information Officer. General Will Not Be Support implementation action by Department of Telecommunication and Information Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 1.4 The person who oversees IT activities citywide should be elevated to a Chief Information Officer. Mayor’s Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information Implemented: Not Technology Highway: Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 1.5 Make changes to the Administrative Code to strengthen DTIS as proposed in public forums by both the Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information City Administrator and the DTIS Executive Director. The CGJ strongly supports their recommendations. Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 1.5 Make changes to the Administrative Code to strengthen DTIS as proposed in public forums by both the Committee On Requires Further Changes to the Administrative Code have been drafted. It is difficult to Information City Administrator and the DTIS Executive Director. The CGJ strongly supports their recommendations. Information Analysis anticipate the complete set of changes required to implement this Technology Highway: Technology recommendation without the Citywide Technology Assessment. The CIO Potholes or (COIT) will continue to work with the Mayor, the Board of Supervisors, and COIT Possibilities to determine next steps. 2005-06 Response 2007 Response Text CGJ Year Report Title Recommendation Required 2007 Response (1) 2005-06 San Francisco’s 1.5 Make changes to the Administrative Code to strengthen DTIS as proposed in public forums by both the Department of Requires Further Changes to the Administrative Code have been drafted. It is difficult to Information City Administrator and the DTIS Executive Director. The CGJ strongly supports their recommendations. TelecommunicatAnalysis anticipate the complete set of changes required to implement this Technology Highway: ions Services recommendation without the Citywide Technology Assessment. The CIO Potholes or will continue to work with the Mayor, the Board of Supervisors, and COIT Possibilities to determine next steps. 2005-06 San Francisco’s 1.5 Make changes to the Administrative Code to strengthen DTIS as proposed in public forums by both the General Will Not Be Support implementation action by Department of Telecommunication and Information City Administrator and the DTIS Executive Director. The CGJ strongly supports their recommendations. Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 1.5 Make changes to the Administrative Code to strengthen DTIS as proposed in public forums by both the Mayor’s Requires Further We will work with DTIS to determine what changes in the Administrative Information City Administrator and the DTIS Executive Director. The CGJ strongly supports their recommendations. Analysis Code, if any, are appropriate and should be implemented. Technology Highway: Potholes or Possibilities 2005-06 San Francisco’s 1.6 Mayor Newsom and the Board of Supervisors should provide adequate funding for departments to Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information implement the IT vision presented at the COIT meeting on March 30, 2006. Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 1.6 Mayor Newsom and the Board of Supervisors should provide adequate funding for departments to Committee On Will Be The Mayor and Board of Supervisors are committed to a productive Information implement the IT vision presented at the COIT meeting on March 30, 2006. Information Implemented in the technology community in the City. The FY 07-08 budget is now in Technology Highway: Technology Future process and the CIO, COIT, and DTIS will diligently work to gain Potholes or (COIT) adequate funding for initiatives. Possibilities 2005-06 San Francisco’s 1.6 Mayor Newsom and the Board of Supervisors should provide adequate funding for departments to Department of Will Be The Mayor and Board of Supervisors are committed to a productive Information implement the IT vision presented at the COIT meeting on March 30, 2006. TelecommunicatImplemented in the technology community in the City. The FY 07-08 budget is now in Technology Highway: ions Services Future process and the CIO, COIT, and DTIS will diligently work to gain Potholes or adequate funding for initiatives. Possibilities 2005-06 San Francisco’s 1.6 Mayor Newsom and the Board of Supervisors should provide adequate funding for departments to General Will Not Be Support implementation action by Department of Telecommunication and Information implement the IT vision presented at the COIT meeting on March 30, 2006. Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 1.6 Mayor Newsom and the Board of Supervisors should provide adequate funding for departments to Mayor’s Will Be The Mayor is committed to a productive technology community in the Information implement the IT vision presented at the COIT meeting on March 30, 2006. Implemented in the City. The FY 07-08 budget is now in process and we will work with CIO, Technology Highway: Future COIT, and DTIS to ensure adequate funding for initiatives within the Potholes or constraints of the City’s budgets. Possibilities 2005-06 Response 2007 Response Text CGJ Year Report Title Recommendation Required 2007 Response (1) 2005-06 San Francisco’s 2.1 Restructure COIT so that it is a recognized and functional policy-making body that defines the direction of Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information IT in the City. Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 2.1 Restructure COIT so that it is a recognized and functional policy-making body that defines the direction of Committee On Will Be Restructuring of COIT is underway. The Committee has been Information IT in the City. Information Implemented in the reenergized with a change in membership including the addition of the Technology Highway: Technology Future City’s CAO, the expansion of subcommittees for analyzing, Potholes or (COIT) recommending, and implementing better technology planning, budgeting, Possibilities and operations, and will be supported with new staff positions. 2005-06 San Francisco’s 2.1 Restructure COIT so that it is a recognized and functional policy-making body that defines the direction of Department of Will Be Restructuring of COIT is underway. The Committee has been Information IT in the City. TelecommunicatImplemented in the reenergized with a change in membership including the addition of the Technology Highway: ions Services Future City’s CAO, the expansion of subcommittees for analyzing, Potholes or recommending, and implementing better technology planning, budgeting, Possibilities and operations, and will be supported with new staff positions. 2005-06 San Francisco’s 2.1 Restructure COIT so that it is a recognized and functional policy-making body that defines the direction of General Will Not Be Support implementation action by Department of Telecommunication and Information IT in the City. Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 2.1 Restructure COIT so that it is a recognized and functional policy-making body that defines the direction of Mayor’s Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information IT in the City. Implemented: Not Technology Highway: Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 2.2 Ensure that the City’s policy-making IT body (currently COIT) meets regularly (e.g., monthly or bimonthly).Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 2.2 Ensure that the City’s policy-making IT body (currently COIT) meets regularly (e.g., monthly or bimonthly).Committee On Recommendation This recommendation was implemented at the December 2006 meeting Information Information Implemented where a monthly meeting schedule was proposed and approved. Technology Highway: Technology Potholes or (COIT) Possibilities 2005-06 San Francisco’s 2.2 Ensure that the City’s policy-making IT body (currently COIT) meets regularly (e.g., monthly or bimonthly).Department of Recommendation This recommendation was implemented at the December 2006 meeting Information TelecommunicatImplemented where a monthly meeting schedule was proposed and approved. Technology Highway: ions Services Potholes or Possibilities 2005-06 Response 2007 Response Text CGJ Year Report Title Recommendation Required 2007 Response (1) 2005-06 San Francisco’s 2.2 Ensure that the City’s policy-making IT body (currently COIT) meets regularly (e.g., monthly or bimonthly).General Will Not Be Support implementation action by Department of Telecommunication and Information Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 2.2 Ensure that the City’s policy-making IT body (currently COIT) meets regularly (e.g., monthly or bimonthly).Mayor’s Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information Implemented: Not Technology Highway: Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 2.3. Amend the Administrative Code so that only documents that are realistic and necessary are required to Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information justify each department’s IT planning and expenditures. Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 2.3. Amend the Administrative Code so that only documents that are realistic and necessary are required to Committee On Requires Further Changes to the Administrative Code have been drafted. The CIO will Information justify each department’s IT planning and expenditures. Information Analysis continue to work with the Mayor, the Board of Supervisors, and COIT to Technology Highway: Technology determine next steps. Potholes or (COIT) Possibilities 2005-06 San Francisco’s 2.3. Amend the Administrative Code so that only documents that are realistic and necessary are required to Department of Requires Further Changes to the Administrative Code have been drafted. The CIO will Information justify each department’s IT planning and expenditures. TelecommunicatAnalysis continue to work with the Mayor, the Board of Supervisors, and COIT to Technology Highway: ions Services determine next steps. Potholes or Possibilities 2005-06 San Francisco’s 2.3. Amend the Administrative Code so that only documents that are realistic and necessary are required to General Will Not Be Support implementation action by Department of Telecommunication and Information justify each department’s IT planning and expenditures. Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 2.3. Amend the Administrative Code so that only documents that are realistic and necessary are required to Mayor’s Requires Further We will work with DTIS to determine what changes in the Administrative Information justify each department’s IT planning and expenditures. Analysis Code, if any, are appropriate and should be implemented. Technology Highway: Potholes or Possibilities 2005-06 San Francisco’s 2.4 Institute a policy that outlines budget consequences for City departments that do not comply with the Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information Administrative Code. Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 Response 2007 Response Text CGJ Year Report Title Recommendation Required 2007 Response (1) 2005-06 San Francisco’s 2.4 Institute a policy that outlines budget consequences for City departments that do not comply with the Committee On Requires Further Changes to the Administrative Code have been drafted. The CIO will Information Administrative Code. Information Analysis continue to work with the Mayor, the Board of Supervisors, and COIT to Technology Highway: Technology determine next steps. Potholes or (COIT) Possibilities 2005-06 San Francisco’s 2.4 Institute a policy that outlines budget consequences for City departments that do not comply with the Department of Requires Further Changes to the Administrative Code have been drafted. The CIO will Information Administrative Code. TelecommunicatAnalysis continue to work with the Mayor, the Board of Supervisors, and COIT to Technology Highway: ions Services determine next steps. Potholes or Possibilities 2005-06 San Francisco’s 2.4 Institute a policy that outlines budget consequences for City departments that do not comply with the General Will Not Be Support implementation action by Department of Telecommunication and Information Administrative Code. Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 2.4 Institute a policy that outlines budget consequences for City departments that do not comply with the Mayor’s Requires Further We will work with DTIS to determine what changes in the Administrative Information Administrative Code. Analysis Code, if any, are appropriate and should be implemented. Technology Highway: Potholes or Possibilities 2005-06 San Francisco’s 3.1 The CIO, as part of the budget process, should review departmental IT plans. Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 3.1 The CIO, as part of the budget process, should review departmental IT plans. Committee On Will Be This recommendation will be implemented as part of the work of the Information Information Implemented in the budgeting and planning subcommittee of COIT. The subcommittee Technology Highway: Technology Future membership is now finalized and the subcommittee will now meet and Potholes or (COIT) begin the process of developing its goals, objectives, and procedures. Possibilities 2005-06 San Francisco’s 3.1 The CIO, as part of the budget process, should review departmental IT plans. Department of Will Be This recommendation will be implemented as part of the work of the Information TelecommunicatImplemented in the budgeting and planning subcommittee of COIT. The subcommittee Technology Highway: ions Services Future membership is now finalized and the subcommittee will now meet and Potholes or begin the process of developing its goals, objectives, and procedures. Possibilities 2005-06 San Francisco’s 3.1 The CIO, as part of the budget process, should review departmental IT plans. General Will Not Be Support implementation action by Department of Telecommunication and Information Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 3.1 The CIO, as part of the budget process, should review departmental IT plans. Mayor’s Office Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information Implemented: Not Technology Highway: Warranted or Not Potholes or Reasonable Possibilities 2005-06 Response 2007 Response Text CGJ Year Report Title Recommendation Required 2007 Response (1) 2005-06 San Francisco’s 3.1 The CIO, as part of the budget process, should review departmental IT plans. Office of Will Not Be This recommendation is not a policy issue for the Office of Contract Information Contract Implemented: Not Administration. Technology Highway: Administration Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 3.2 The CIO or his designee should review IT contracts to ensure that a "whole city" point of view is followed.Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 3.2 The CIO or his designee should review IT contracts to ensure that a "whole city" point of view is followed.Committee On Will Be The first step of this recommendation was implemented in 2006 when Information Information Implemented in the DTIS, on behalf of COIT and the City, began reviewing all requests for Technology Highway: Technology Future technology purchases in the City. With this knowledge, DTIS is beginning Potholes or (COIT) the next phase of determining which contracts have city-wide impact, and Possibilities developing a plan to develop city-wide contracts. 2005-06 San Francisco’s 3.2 The CIO or his designee should review IT contracts to ensure that a "whole city" point of view is followed.Department of Will Be The first step of this recommendation was implemented in 2006 when Information TelecommunicatImplemented in the DTIS, on behalf of COIT and the City, began reviewing all requests for Technology Highway: ions Services Future technology purchases in the City. With this knowledge, DTIS is beginning Potholes or the next phase of determining which contracts have city-wide impact, and Possibilities developing a plan to develop city-wide contracts. 2005-06 San Francisco’s 3.2 The CIO or his designee should review IT contracts to ensure that a "whole city" point of view is followed.General Will Not Be Support implementation action by Department of Telecommunication and Information Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 3.2 The CIO or his designee should review IT contracts to ensure that a "whole city" point of view is followed.Mayor’s Office Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information Implemented: Not Technology Highway: Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 3.2 The CIO or his designee should review IT contracts to ensure that a "whole city" point of view is followed.Office of Will Not Be This recommendation is not a policy issue for the Office of Contract Information Contract Implemented: Not Administration. Technology Highway: Administration Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 3.3 Ensure that COIT or a similar citywide IT planning structure is recognized as the policymaking group that Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information defines the City’s direction for all City departments. Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 3.3 Ensure that COIT or a similar citywide IT planning structure is recognized as the policymaking group that Committee On Will Be The revised COIT structure, membership, and meeting structure is the Information defines the City’s direction for all City departments. Information Implemented in the first step in meeting this recommendation. It will be enhanced by the Technology Highway: Technology Future drafted changes to the administrative code. Potholes or (COIT) Possibilities 2005-06 Response 2007 Response Text CGJ Year Report Title Recommendation Required 2007 Response (1) 2005-06 San Francisco’s 3.3 Ensure that COIT or a similar citywide IT planning structure is recognized as the policymaking group that Department of Will Be The revised COIT structure, membership, and meeting structure is the Information defines the City’s direction for all City departments. TelecommunicatImplemented in the first step in meeting this recommendation. It will be enhanced by the Technology Highway: ions Services Future drafted changes to the administrative code. Potholes or Possibilities 2005-06 San Francisco’s 3.3 Ensure that COIT or a similar citywide IT planning structure is recognized as the policymaking group that General Will Not Be Support implementation action by Department of Telecommunication and Information defines the City’s direction for all City departments. Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 3.3 Ensure that COIT or a similar citywide IT planning structure is recognized as the policymaking group that Mayor’s Office Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information defines the City’s direction for all City departments. Implemented: Not Technology Highway: Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 3.3 Ensure that COIT or a similar citywide IT planning structure is recognized as the policymaking group that Office of Will Not Be This recommendation is not a policy issue for the Office of Contract Information defines the City’s direction for all City departments. Contract Implemented: Not Administration. Technology Highway: Administration Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 3.4 Restructure DTIS so that services common to all City departments are centralized there. Specifically, Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information these services would include but would not be limited to: network and communications infrastructure, desktop Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: management, data center operations, centralized project management, e-mail, and help desk functions. Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 3.4 Restructure DTIS so that services common to all City departments are centralized there. Specifically, Committee On Requires Further Changes to the Administrative Code have been drafted. It is difficult to Information these services would include but would not be limited to: network and communications infrastructure, desktop Information Analysis anticipate the complete set of changes required to implement this Technology Highway: management, data center operations, centralized project management, e-mail, and help desk functions. Technology recommendation without the Citywide Technology Assessment. The CIO Potholes or (COIT) will continue to work with the Mayor, the Board of Supervisors, and COIT Possibilities to determine next steps. 2005-06 San Francisco’s 3.4 Restructure DTIS so that services common to all City departments are centralized there. Specifically, Department of Requires Further Changes to the Administrative Code have been drafted. It is difficult to Information these services would include but would not be limited to: network and communications infrastructure, desktop TelecommunicatAnalysis anticipate the complete set of changes required to implement this Technology Highway: management, data center operations, centralized project management, e-mail, and help desk functions. ions Services recommendation without the Citywide Technology Assessment. The CIO Potholes or will continue to work with the Mayor, the Board of Supervisors, and COIT Possibilities to determine next steps. 2005-06 San Francisco’s 3.4 Restructure DTIS so that services common to all City departments are centralized there. Specifically, General Will Not Be Support implementation action by Department of Telecommunication and Information these services would include but would not be limited to: network and communications infrastructure, desktop Services Implemented: Not Information Systems. Technology Highway: management, data center operations, centralized project management, e-mail, and help desk functions. Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 3.4 Restructure DTIS so that services common to all City departments are centralized there. Specifically, Mayor’s Office Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information these services would include but would not be limited to: network and communications infrastructure, desktop Implemented: Not Technology Highway: management, data center operations, centralized project management, e-mail, and help desk functions. Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 3.4 Restructure DTIS so that services common to all City departments are centralized there. Specifically, Office of Will Not Be This recommendation is not a policy issue for the Office of Contract Information these services would include but would not be limited to: network and communications infrastructure, desktop Contract Implemented: Not Adminstration. Technology Highway: management, data center operations, centralized project management, e-mail, and help desk functions. Administration Warranted or Not Potholes or Reasonable Possibilities 2005-06 Response 2007 Response Text CGJ Year Report Title Recommendation Required 2007 Response (1) 2005-06 San Francisco’s 3.5 DTIS should provide assistance to small departments to help determine and meet their technology Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information requirements. Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 3.5 DTIS should provide assistance to small departments to help determine and meet their technology Committee On Requires Further DTIS held a meeting with the City Administrator and representatives from Information requirements. Information Analysis the large City IT departments. As a result of this meeting, a commitment Technology Highway: Technology was gained that these departments would develop ways to help smaller Potholes or (COIT) departments. Follow-up meetings will be scheduled. Possibilities 2005-06 San Francisco’s 3.5 DTIS should provide assistance to small departments to help determine and meet their technology Department of Requires Further DTIS held a meeting with the City Administrator and representatives from Information requirements. TelecommunicatAnalysis the large City IT departments. As a result of this meeting, a commitment Technology Highway: ions Services was gained that these departments would develop ways to help smaller Potholes or departments. Follow-up meetings will be scheduled. Possibilities 2005-06 San Francisco’s 3.5 DTIS should provide assistance to small departments to help determine and meet their technology General Will Not Be Support implementation action by Department of Telecommunication and Information requirements. Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 3.5 DTIS should provide assistance to small departments to help determine and meet their technology Mayor’s Office Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information requirements. Implemented: Not Technology Highway: Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 3.5 DTIS should provide assistance to small departments to help determine and meet their technology Office of Will Not Be This recommendation is not a policy issue for the Office of Contract Information requirements. Contract Implemented: Not Administration. Technology Highway: Administration Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 3.6 Conduct an inventory of the City’s current IT holdings. This would include location and age of software Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information and hardware plus the duration and terms of both maintenance and professional services contracts. Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 3.6 Conduct an inventory of the City’s current IT holdings. This would include location and age of software Committee On Will Be DTIS will include in its FY 07-08 budget, funding for a Citywide Information and hardware plus the duration and terms of both maintenance and professional services contracts. Information Implemented in the Technology Assessment. Technology Highway: Technology Future Potholes or (COIT) Possibilities 2005-06 San Francisco’s 3.6 Conduct an inventory of the City’s current IT holdings. This would include location and age of software Department of Will Be DTIS will include in its FY 07-08 budget, funding for a Citywide Information and hardware plus the duration and terms of both maintenance and professional services contracts. TelecommunicatImplemented in the Technology Assessment. Technology Highway: ions Services Future Potholes or Possibilities 2005-06 Response 2007 Response Text CGJ Year Report Title Recommendation Required 2007 Response (1) 2005-06 San Francisco’s 3.6 Conduct an inventory of the City’s current IT holdings. This would include location and age of software General Will Not Be Support implementation action by Department of Telecommunication and Information and hardware plus the duration and terms of both maintenance and professional services contracts. Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 3.6 Conduct an inventory of the City’s current IT holdings. This would include location and age of software Mayor’s Office Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information and hardware plus the duration and terms of both maintenance and professional services contracts. Implemented: Not Technology Highway: Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 3.6 Conduct an inventory of the City’s current IT holdings. This would include location and age of software Office of Will Not Be This recommendation is not a policy issue for the Office of Contract Information and hardware plus the duration and terms of both maintenance and professional services contracts. Contract Implemented: Not Administration. Technology Highway: Administration Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 4.1 Empower a CIO who has a blend of technical expertise and political dexterity to take over IT development. Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information This position should be a Mayoral Cabinet position and have a long term contract similar to those of the City Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Administrator or the Controller. Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 4.1 Empower a CIO who has a blend of technical expertise and political dexterity to take over IT development. Department of Requires Further The structure of the City and County of San Francisco is not the same as Information This position should be a Mayoral Cabinet position and have a long term contract similar to those of the City TelecommunicatAnalysis other cities. For example, a cabinet-level position does not exist here as Technology Highway: Administrator or the Controller. ions Services it does in Philadelphia. The department head classification of DTIS has Potholes or been upgraded. This recommendation is under review. Possibilities 2005-06 San Francisco’s 4.1 Empower a CIO who has a blend of technical expertise and political dexterity to take over IT development. General Will Not Be Support implementation action by Department of Telecommunication and Information This position should be a Mayoral Cabinet position and have a long term contract similar to those of the City Services Implemented: Not Information Systems. Technology Highway: Administrator or the Controller. Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 4.1 Empower a CIO who has a blend of technical expertise and political dexterity to take over IT development. Mayor’s Office Requires Further We have created a new CIO position at DTIS. However, we will are Information This position should be a Mayoral Cabinet position and have a long term contract similar to those of the City Analysis determining whether if additional action needs to take place regarding the Technology Highway: Administrator or the Controller. CIO position. It is worth noting that the positions of the City Administrator Potholes or and the Controller are of durations that exceed a single Mayoral term. Possibilities Additionally, the City Administrator and the Controller are both Charter positions with terms set forth in the Charter. We will review this over the next six months to determine the most appropriate action, if any. 2005-06 San Francisco’s 4.2 Adopt an IT vision with specific short-term actions, backed by the political will and resources necessary to Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information move it forward. Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 Response 2007 Response Text CGJ Year Report Title Recommendation Required 2007 Response (1) 2005-06 San Francisco’s 4.2 Adopt an IT vision with specific short-term actions, backed by the political will and resources necessary to Department of Requires Further The reenergized COIT is in the process of developing a technology vision Information move it forward. TelecommunicatAnalysis for the City. The vision is developed with each meeting and will be furthe Technology Highway: ions Services enhanced by the work of the Subcommittees now being formed. Potholes or Possibilities 2005-06 San Francisco’s 4.2 Adopt an IT vision with specific short-term actions, backed by the political will and resources necessary to General Will Not Be Support implementation action by Department of Telecommunication and Information move it forward. Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 4.2 Adopt an IT vision with specific short-term actions, backed by the political will and resources necessary to Mayor’s Office Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information move it forward. Implemented: Not Technology Highway: Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 4.3 Create a new organizational name for DTIS and redefine its powers so that other departments recognize Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information DTIS as the department responsible for IT governance. Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 4.3 Create a new organizational name for DTIS and redefine its powers so that other departments recognize Department of Will Be A new name for COIT and for DTIS has been suggested as part of the Information DTIS as the department responsible for IT governance. TelecommunicatImplemented in the revised Administrative Code. Likewise, the roles and responsibilities of Technology Highway: ions Services Future COIT and DTIS have been enhanced in the draft code changes. Potholes or Possibilities 2005-06 San Francisco’s 4.3 Create a new organizational name for DTIS and redefine its powers so that other departments recognize General Will Not Be Support implementation action by Department of Telecommunication and Information DTIS as the department responsible for IT governance. Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 4.3 Create a new organizational name for DTIS and redefine its powers so that other departments recognize Mayor’s Office Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information DTIS as the department responsible for IT governance. Implemented: Not Technology Highway: Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 4.4 Think “hybrid!” DTIS should include a high-level transition plan for moving the City from its current Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information decentralized structure to one that combines centralization and decentralization. Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 4.4 Think “hybrid!” DTIS should include a high-level transition plan for moving the City from its current Department of Will Be Changes to the Administrative Code have been drafted. It is difficult to Information decentralized structure to one that combines centralization and decentralization. TelecommunicatImplemented in the anticipate the complete set of changes required to implement this Technology Highway: ions Services Future recommendation without the Citywide Technology Assessment. The CIO Potholes or will continue to work with the Mayor, the Board of Supervisors, and COIT Possibilities to determine next steps. 2005-06 Response 2007 Response Text CGJ Year Report Title Recommendation Required 2007 Response (1) 2005-06 San Francisco’s 4.4 Think “hybrid!” DTIS should include a high-level transition plan for moving the City from its current General Will Not Be Support implementation action by Department of Telecommunication and Information decentralized structure to one that combines centralization and decentralization. Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 4.4 Think “hybrid!” DTIS should include a high-level transition plan for moving the City from its current Mayor’s Office Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information decentralized structure to one that combines centralization and decentralization. Implemented: Not Technology Highway: Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 4.5 Consider a centralized IT governance strategy and the formation of new IT support groups to provide input Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information and expertise in areas such as: Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: ▪ A citywide policy-level group responsible for developing priorities, standards, and methods. Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or ▪ A group that would encourage interdepartmental sharing and cooperation. Reasonable Possibilities ▪ A technical advisory group to provide technical review of projects, departmental system plans, and oversee The Board supports the recommendation of the Civil Grand Jury, but the implementation of projects. does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 4.5 Consider a centralized IT governance strategy and the formation of new IT support groups to provide input Department of Recommendation Restructuring of COIT is underway. The Committee has been Information and expertise in areas such as: TelecommunicatImplemented reenergized with a change in membership including the addition of the Technology Highway: ▪ A citywide policy-level group responsible for developing priorities, standards, and methods. ions Services City’s CAO, the expansion of subcommittees for analyzing, Potholes or ▪ A group that would encourage interdepartmental sharing and cooperation. recommending, and implementing better technology planning, budgeting, Possibilities ▪ A technical advisory group to provide technical review of projects, departmental system plans, and oversee and operations, and will be supported with new staff positions. the implementation of projects. 2005-06 San Francisco’s 4.5 Consider a centralized IT governance strategy and the formation of new IT support groups to provide input General Will Not Be Support implementation action by Department of Telecommunication and Information and expertise in areas such as: Services Implemented: Not Information Systems. Technology Highway: ▪ A citywide policy-level group responsible for developing priorities, standards, and methods. Agency (GSA) Warranted or Not Potholes or ▪ A group that would encourage interdepartmental sharing and cooperation. Reasonable Possibilities ▪ A technical advisory group to provide technical review of projects, departmental system plans, and oversee the implementation of projects. 2005-06 San Francisco’s 4.5 Consider a centralized IT governance strategy and the formation of new IT support groups to provide input Mayor’s Office Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information and expertise in areas such as: Implemented: Not Technology Highway: ▪ A citywide policy-level group responsible for developing priorities, standards, and methods. Warranted or Not Potholes or ▪ A group that would encourage interdepartmental sharing and cooperation. Reasonable Possibilities ▪ A technical advisory group to provide technical review of projects, departmental system plans, and oversee the implementation of projects. 2005-06 San Francisco’s 4.6 Reduce replication and redundancy and improve information sharing among departments by consolidating Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information common applications. Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 4.6 Reduce replication and redundancy and improve information sharing among departments by consolidating Department of Will Be Changes to the Administrative Code have been drafted. It is difficult to Information common applications. TelecommunicatImplemented in the anticipate the complete set of changes required to implement this Technology Highway: ions Services Future recommendation without the Citywide Technology Assessment. The CIO Potholes or will continue to work with the Mayor, the Board of Supervisors, and COIT Possibilities to determine next steps. 2005-06 Response 2007 Response Text CGJ Year Report Title Recommendation Required 2007 Response (1) 2005-06 San Francisco’s 4.6 Reduce replication and redundancy and improve information sharing among departments by consolidating General Will Not Be Support implementation action by Department of Telecommunication and Information common applications. Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 4.6 Reduce replication and redundancy and improve information sharing among departments by consolidating Mayor’s Office Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information common applications. Implemented: Not Technology Highway: Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 4.7 Tie departmental IT plans to the budget process that is overseen by the CIO. Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 4.7 Tie departmental IT plans to the budget process that is overseen by the CIO. Department of Will Be The Planning and Budgeting Subcommittee is the first Subcommittee Information TelecommunicatImplemented in the under the new COIT to be formed. It is in the process of developing its Technology Highway: ions Services Future goals and objectives, policies and procedures. It is anticipated that this Potholes or recommendation will be incorporated into those operating procedures. Possibilities 2005-06 San Francisco’s 4.7 Tie departmental IT plans to the budget process that is overseen by the CIO. General Will Not Be Support implementation action by Department of Telecommunication and Information Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 4.7 Tie departmental IT plans to the budget process that is overseen by the CIO. Mayor’s Office Will Be This year we have included a Technology request form to department’s Information Implemented in the budget submission so we can coordinate all the IT projects in the City. Technology Highway: Future Potholes or Possibilities 2005-06 San Francisco’s 5.1 Elevate the classification and position of DTIS Executive Director and establish the management position Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information of CIO with commensurate salary. Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 5.1 Elevate the classification and position of DTIS Executive Director and establish the management position Department of Recommendation The classification for the DTIS Executive Director has been upgraded and Information of CIO with commensurate salary. TelecommunicatImplemented the salary is commensurate with the new grade. Technology Highway: ions Services Potholes or Possibilities 2005-06 Response 2007 Response Text CGJ Year Report Title Recommendation Required 2007 Response (1) 2005-06 San Francisco’s 5.1 Elevate the classification and position of DTIS Executive Director and establish the management position General Will Not Be Support implementation action by Department of Telecommunication and Information of CIO with commensurate salary. Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 5.1 Elevate the classification and position of DTIS Executive Director and establish the management position Mayor’s Office Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information of CIO with commensurate salary. Implemented: Not Technology Highway: Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 5.2 Re-evaluate the classification of the CIO position for FY 2006-2007 with the eventual goal of reclassifying Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information the position to Department Head V. Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 5.2 Re-evaluate the classification of the CIO position for FY 2006-2007 with the eventual goal of reclassifying Department of Recommendation The classification for the DTIS Executive Director has been upgraded Information the position to Department Head V. TelecommunicatImplemented from a Department Head III to a Department Head IV and the salary is Technology Highway: ions Services commensurate with the new grade. As the rebuilding of technology Potholes or governance and operations continue, the appropriate classification of the Possibilities CIO position will be reevaluated. 2005-06 San Francisco’s 5.2 Re-evaluate the classification of the CIO position for FY 2006-2007 with the eventual goal of reclassifying General Will Not Be Support implementation action by Department of Telecommunication and Information the position to Department Head V. Services Implemented: Not Information Systems. Technology Highway: Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 5.2 Re-evaluate the classification of the CIO position for FY 2006-2007 with the eventual goal of reclassifying Mayor’s Office Will Not Be Does not pertain to the Mayor’s Office. See Department Response Information the position to Department Head V. Implemented: Not Technology Highway: Warranted or Not Potholes or Reasonable Possibilities 2005-06 San Francisco’s 5.3 Ensure, as a part of a restructured IT governance body, that the CIO is provided with the authority needed Board of Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Information to overhaul the City’s fragmented system and oversee all aspects of the City’s IT. Philadelphia provides a Supervisors Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit Technology Highway: working example of this. Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Potholes or Reasonable Possibilities The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2005-06 San Francisco’s 5.3 Ensure, as a part of a restructured IT governance body, that the CIO is provided with the authority needed Department of Will Be Changes to the Administrative Code have been drafted. The CIO will Information to overhaul the City’s fragmented system and oversee all aspects of the City’s IT. Philadelphia provides a TelecommunicatImplemented in the continue to work with the Mayor, the Board of Supervisors, and COIT to Technology Highway: working example of this. ions Services Future determine next steps. Potholes or Possibilities 2005-06 San Francisco’s 5.3 Ensure, as a part of a restructured IT governance body, that the CIO is provided with the authority needed General Will Not Be Support implementation action by Department of Telecommunication and Information to overhaul the City’s fragmented system and oversee all aspects of the City’s IT. Philadelphia provides a Services Implemented: Not Information Systems. Technology Highway: working example of this. Agency (GSA) Warranted or Not Potholes or Reasonable Possibilities 2005-06 Response 2007 Response Text CGJ Year Report Title Recommendation Required 2007 Response (1) 2005-06 San Francisco’s 5.3 Ensure, as a part of a restructured IT governance body, that the CIO is provided with the authority needed Mayor’s Office Requires Further We will work with DTIS to determine what changes in the Administrative Information to overhaul the City’s fragmented system and oversee all aspects of the City’s IT. Philadelphia provides a Analysis Code, if any, are appropriate and should be implemented. Technology Highway: working example of this. Potholes or Possibilities

June 26, 2006 — Continuity Report

30 pages 5 findings

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Findings & Recommendations 5 findings

F1: Recruitment - The department has had difficulty recruiting. This is partly due to cumbersome Civil Service hiring procedures and negative publicity surrounding DBI. Recruitment is also difficult because of lower pay rates than in the private sector. Positive steps have been taken however, and as of May 6, 2006 the de- partment has filled 26 new positions and 20 DBI employees have been promoted.

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F2: Purchase equipment to allow DBI inspectors to remotely enter data from the field. The implementation of this recommendation is contingent upon finding a new permit tracking system that allows remote entry of data by DBI inspectors. Staff needs technical training in implementing the new quality control14 and quality as- surance15 programs. In July 2005, an acting director was hired in the Information Technology Group and one of his tasks is to develop these training programs. A project manager has also been hired through DTIS to assist the department in moving forward in the permit tracking system overhaul.

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F3: Conduct random secondary field inspections. DBI recently hired two analysts to assist in the development and implementation of two programs; 1) a quality control program to ensure that services are designed to meet customer requirements and expectations, and 2) a quality assurance pro- gram that ensures the services fulfill or exceed customer expectations. These pro- grams will include, but not be limited to random secondary field inspections.

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F4: Develop a "Strategic Plan." The Building Inspection Commission approved a Strategic Plan for DBI in June

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F2004: DBI submitted a summary of the Strategic Plan to the Board of Supervisors in its 2005-2006 Efficiency Plan (All City departments must submit an Efficiency Plan to the Mayor and the Board of Supervisors by October of each year). One of the new analysts (hired in May) is responsible for updating and completing the strategic plan by November 1, 2006. The Civil Grand Jury recognizes that the Acting Director of DBI faces several challenges and is taking positive steps to improve efficiency and professionalism in the department. Though not mentioned in the recommendations of the 2002-2003 Civil Grand Jury Report or the Continuity Report of 2004-2005, several additional issues needing attention came to light during 14 Definition: Inspection, analysis and action required to ensure quality of output. Definition: All those planned or systematic actions necessary to provide adequate confidence that a product or service is of the type and quality needed and expected by the customer. 16San Francisco Administrative Code 88.4 Efficiency Plans. The head of each department shall prepare and submit to the Mayor by October 1st and to the Board of Supervisors by November 1st a departmental efficiency plan. Each plan shall include a customer service element, a strategic planning element, an annual performance element, and a performance evaluation element for the previous fiscal year... the Plan shall cover a period of not less than three years forward from the fiscal year in which it is submitted. our interviews and in the Acting Director's May 3, 2006 letter to the Civil Grand Jury (See Ap- pendix C).

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June 26, 2006 — Office of the Assessor-recorder:

26 pages 10 findings 6 recommendations

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Findings & Recommendations 10 findings

F1: 2-3: There are no performance standards for appraisal positions. RECOMMENDATIONS: 2-3a: The OAR’s newly created Standards and Quality Control Group should develop performance standards to measure quality and productivity of individual appraisers. 2-3b: The assessor-recorder should implement an employee performance evaluation program based on the performance standards developed by the Standards and Quality Control Group.

Related Recommendations (1)

R2: “We found a lack of standards and quality control in the OAR. As mentioned earlier, there is no policies or procedures manual. Staff within each unit determines their own arbitrary minimum value for assessing new construction. ... Recommendation 2: Task the assessment standards section with the responsibilities of standards and quality control. Recommendation 3: Develop a comprehensive policies and procedures manual.” ( .) 4 All figures were confirmed by e-mail from the OAR to the Civil Grand Jury on May 15, 2006. State Board of Equalization, Assessment Practices Survey of the City and County of San Francisco, December 2002. 4

F2: Office Procedures Findings: 2-1a: The OAR does not have written procedures or processes for appraisers and other OAR staff to efficiently and effectively perform their job duties. 2-1b: Although the assessor-recorder has created a Standards and Quality Control Group within the OAR, headed by a senior staff employee, to develop uniform standards for day-to-day operations, and some standards have been drafted, no such manual currently exists.

Related Recommendations (2)

R5: Implement a system to control access to appraisal records.” ( .) 4. “We found lengthy delays in processing building permits and enrolling value added due to new construction. … The assessor's delay in the assessment of new construction beyond the four-year statute of limitations, per Section 532(a) of the Revenue & Taxation Code, has resulted in lost tax revenue for the city and county … the city and county have irretrievably lost revenue from assessable new construction as indicated by over 500 permits. Recommendation 25: Eliminate the backlog of assessable new construction.” ( .) In fact, the BOE ranked San Francisco’s OAR as the least efficient of the assessor-recorder offices in the ten largest counties, measured by total assessed valuation.6 Other problems that have plagued the OAR and resulted in low morale and poor staff productivity include: 1. Unfilled Positions and Recruiting Process: Many positions are vacant. The OAR has a budgeted staff of 140 employees, but as of May 19, 2006, there were only 112 employees. This is a vacancy rate of 20%; the December 2002 BOE report found that “The high vacancy rate for assessment positions has adversely affected the assessment of property.” Hiring a new appraiser under the current civil service system takes about six months. Candidates for jobs are lost due to the lengthly hiring process. In addition, there are few mid-level appraisers to replace senior appraisers as they retire. 2. Standardized Filing and Appraisal Procedures: Procedures for filing, retrieving, and securely storing records are not standardized. Procedures for conducting appraisals vary from desk to desk. As of the writing of this report, there are thirty-six real property appraisers, each of whom has his/her own approach and interpretation of appraisal methods for estimating property values, and own procedure for record keeping. As previously noted by the BOE, “There is no policies or procedures manual. Staff within each unit determines their own arbitrary minimum value for assessing new construction.” Within the past year the new assessor-recorder has created a Standards and Quality Control Group to begin development of standards for the OAR’s operations. This group is making progress; the Civil Grand Jury received its draft Operations Manual (undated) for new construction assessment standards. Civil Grand Jury interview with the BOE, November 28, 2005. 5 3. Information Technology: Computer systems are ineffectively used. The OAR uses the EZ Access computer sytem for record keeping, but lacks internal programming staff and has only one operator capable of running the OAR’s I.B.M. AS400 computer. Furthermore, there is no written user’s manual within the OAR, most of the staff are not content with the system, and many think the system should be replaced. 4. Handling of Appeals: The amount of time consumed by the appeals process is excessive. The OAR represents the city before the Assessment Appeals Board, with some assistance from the city attorney’s office, as well as private consultants, who have particular areas of experise. Top flight, expert attorneys and private appraisers represent major property owners, and often the OAR’s advocates are “out gunned.” This unbalanced situation could certainly be greatly improved by better staff preparation of appraisals and appeals, by training, by a more consistent approach to valuation procedures, and by working diligently with property owners to settle appeals administratively. From our interviews it soon became apparent to the Civil Grand Jury that an incessant “push-pull” struggle exists in two major areas of the OAR’s workload. As we see it, the “push” is to keep on top of the daily appraising and assessing required in order to be within the four-year statute of limitations. The OAR has four years from completion of new construction or change of ownership reported to the city in which to appraise and reassess property for tax purposes. If the appraisal or reassessment is done within four years, then the new valuation applies from the date construction was completed or ownership changed, and the city’s treasurer/tax collector bills the property taxes retroactively. If the property is not appraised and reassessed within four years from the date construction was completed or ownership transferred, the treasurer/tax collector may not bill and collect taxes on the property that are more than four years from the date the new construction or transfer is finally assessed. On the other hand, the “pull” that is diverting scarce manpower resources from appraising, assessing and reassessing is the two-year statute of limitations for deciding appeals that property owners bring before the Assessment Appeals Board. The number of appeals will typically spike during a weakening local economy and/or a softening of commercial or residential real estate markets. If the OAR and property owner do not reach agreement during a disputed assessment, the property owner can then take his/her case before the Assessment Appeals Board, which according to statute must decide the appeal within two years. The property owner may agree to waive the two-year deadline, but is not obligated to do so, and many do not. Without a waiver, particularly in cases involving complex high-value properties, the OAR is under pressure to defend its assessed value before the Assessment Appeals Board prior to the two-year deadline. During the past fiscal year, 2004-2005, there were 1,683 appealed assessments that the OAR had to defend. Of this number, 1,198 or 71.18% were settled without a hearing.7 If the two years pass without a settlement or decision, then the OAR must enroll the property owner’s estimate of value stated on the appeals application. Office of the Assessor-Recorder, 2005 Annual Report, , May 2006. The OAR needs guidance and discipline, which have been lacking for well over a decade, and it needs accountability to correct longstanding problems that are costing the city millions of dollars in lost revenue annually. The Civil Grand Jury has confidence in the newly-elected assessor-recorder and his abilities. We hope this call to action will be heeded. V. Findings and Recommendations The Civil Grand Jury submits to the people of the City and County of San Francisco and to the city’s government the following findings and recommendations for the Office of the Assessor-Recorder. 1. Most Critical Concerns: Assessment Backlogs and BOE Recommendations

F3: Information Technology Findings: 3-1a: The OAR uses a packaged computer system, EZ Access, for record keeping. This system is used by other large California counties such as Los Angeles and San Mateo, with vendor modifications. 3-1b: The OAR lacks internal programming staff for EZ Access and only one person in the OAR is authorized and capable of running the EZ Access I.B.M. AS400 computer. There is no written user’s manual available for the EZ Access system in the OAR. 3-1c: Although the EZ Access computer system has been installed for over five years, the OAR staff approaches the system with vague feelings of discontent.

F4: Staffing Findings: 4-1a: The OAR has 112 employees out of a budgeted staff of 140 employees, leaving 28 positions unfilled as of May 2006. 4-1b: The assessor-recorder has an immediate need to fill seven new positions as noted in Finding 1-1b on .

Related Recommendations (2)

R1: “The high vacancy rate for assessment positions has adversely affected the assessment of property. The already high number of unprocessed building permits has increased since the BOE surveyed in 1996. As a result, property in the city and county is being under assessed. Recommendation 1: To complete the Assessor's statutory obligations, we recommend the assessor fill current assessment vacancies.” ( .)

R4: “We found lengthy delays in processing building permits and enrolling value added due to new construction. … The assessor's delay in the assessment of new construction beyond the four-year statute of limitations, per Section 532(a) of the Revenue & Taxation Code, has resulted in lost tax revenue for the city and county … the city and county have irretrievably lost revenue from assessable new construction as indicated by over 500 permits. Recommendation 25: Eliminate the backlog of assessable new construction.” ( .) In fact, the BOE ranked San Francisco’s OAR as the least efficient of the assessor-recorder offices in the ten largest counties, measured by total assessed valuation.6 Other problems that have plagued the OAR and resulted in low morale and poor staff productivity include:

F5: Backlog of Appeals Findings: 5-1a: Resolution of valuation differences with taxpayers varies with appraisers. Some appraisers make an effort to resolve valuation differences with taxpayers and others refuse to negotiate, resulting in the unnecessary filing of appeals to the Assessment Appeals Board. 5-1b: Of the almost 1,700 assessment appeals closed in fiscal year 2004-2005, approximately 70% were resolved without a hearing.

F6: Additional Concerns Finding: 6-1: The OAR has begun making use of the resources of the California Assessors’ Association since the current assessor-recorder took office.

F7: 14 5-3: Except for trade secret information received in closed session, all information submitted to the Assessment Appeals Board is public information and, if relevant, can be used in any other matter brought before it. The OAR does not track or keep a record of this information for use on subsequent appeals.

F8: 5-5: The OAR lacks an adequate number of qualified staff to prepare and defend appeals.

F9: 6-1: The OAR has begun making use of the resources of the California Assessors’ Association since the current assessor-recorder took office.

F10: 6-2: The OAR has not published an annual report to the public or Board of Supervisors in recent history, but has just published an annual report for 2005 and intends to continue to publish an annual report each year.

Additional Recommendations 2

Not linked to specific findings.

R3: Information Technology 2 Charlie Goodyear, “Ting Vows End to Assessment Backlog; Understaffed Office Needs Two Years to Catch Up,” San Francisco Chronicle, page B5, March 16, 2006. State Revenue and Taxation Code, Section 532 (a). 2

R6: Additional Concerns III. Procedure and Resources The Civil Grand Jury’s investigation consisted of confidential interviews, correspondence with the OAR and others, examination of documents, and review of Internet sites. The Civil Grand Jury commenced its investigation in October 2005. We obtained records and conducted interviews with officers and employees from the following: Office of the Assessor-Recorder, City and County of San Francisco Office of the City Attorney, City and County of San Francisco Office of the Treasurer and Tax Collector, City and County of San Francisco Department of Building Inspection, City and County of San Francisco Assessment Appeals Board, City and County of San Francisco Board of Equalization, State of California Office of the Assessor, County of Alameda The Civil Grand Jury also obtained information from the following Web sites: City and County of San Francisco - http://www.ci.sf.ca.us/ Office of the Assessor-Recorder - http://www.sfgov.org/site/assessor_index.asp Board of Equalization, State of California - http://www.boe.ca.gov/ California Assessors’ Association - http://www.calassessor.org/ County of Alameda - http://www.acgov.org/assessor/ County of Santa Clara - http://www.sccgov.org/portal/site/asr/ Web site addresses were correct as of March 24, 2006. IV. Discussion Almost without exception the people interviewed by the Civil Grand Jury commented about the backlogs of properties awaiting appraisal and assessment. Rather than aggressively fix the problem, the OAR’s staff seems to be overwhelmed by the problem. Tax rolls close on June 30 at the end of each fiscal year, and the assessor-recorder conservatively estimated that the city loses $2,000,000 per year in uncollected revenue due to the assessment backlog. In March 2006 the number of parcels awaiting processing was approximately 26,600. This total includes approximately 6,800 properties with new construction, having an estimated value of $1 billion; 3,800 properties with changes of 3 ownership, having a current assessment roll value of approximately $8.14 billion; and approximately 16,000 other properties, including personal property, which currently require preparatory processing before an appraisal can be completed.4 (For definitions of “new construction” and “personal property,” refer to the Glossary at the end of this report.) The assessor-recorder’s goal to eliminate the backlog is to reduce it to twelve months, from three to four years or more. We recommend that it be further reduced to six months, except for appraisals under appeal. There are two reasons for this: 1) even if construction lasts a number of months or years, the OAR has had the same number of months or years to consider the appraisal and should therefore be able to arrive at an appraised value very soon after a Certificate of Occupancy is issued; and, 2) there is an advantage in having a shorter backlog of six months because it allows more “breathing room” if a surge in demand extends the backlog by, for example, three months. A surge in appraisal work is certainly more acceptable in extending the length of backlog from six to nine months, than it is from twelve to fifteen months. Once every five years the BOE conducts a review of the top ten counties’ property tax assessment functions to determine whether properties are being assessed properly and to identify areas where improvements should be made. Issued as an “Assessment Practices Survey,” the report provides an overview of how well the duties of the assessor are performed and includes recommendations to correct asssessment deficiencies and improve compliance with state law. In its 2002 report on San Francisco, the BOE identified numerous problems with the OAR and listed 56 specific recommendations, which are summarized in

June 26, 2006 — A Report of the 2005-2006 Civil Grand Jury For the City and County of San Francisco San Francisco Jails:

22 pages 9 findings 2 recommendations

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Findings & Recommendations 9 findings

F1: 1999-2000 San Francisco Civil Grand Jury Jail Report, San Francisco Superior Court website at http://www.sfgov.org/site/courts_page.asp?id=3730

F2: Associated Students of the University of California, Berkeley (ASUC) website at www.asuc.org/documentation/

F3: Bass, Jr., Gordon. Justice and the Revolving Door: The Jacksonville Experience in Recidivism Intervention, LJN Exchange, 2005

F4: Benner, Jeffrey, 2000. “Politically correct punishment,” Mother Jones, March 16, 2000.

F5: Budget Analyst, “Recommendations of the Budget Analyst for Amendment of Budget Items, 2005-2006,” June 28, 2005

F6: California Code of Regulations, Title 15, Crime Prevention and Corrections.

F7: California Department of Corrections and Rehabilitation: “Minimum Standards for Local Detention Facilities, Title 15 – Crime Prevention and Corrections, Division 1, Chapter 1, Subchapter 4, 2005 Programs and Procedures Guidelines.

F8: California Department of Corrections and Rehabilitation, “Minimum Standards for Local Detention Facilities, Title 24, Part 1, Section 12-102 and Part 2, Section 470A, 2005 Regulations.

F9: California Penal Code

Additional Recommendations 2

Not linked to specific findings.

R2: 1 The continued recruitment and hiring of new deputies should be given top priority. The Department should develop a coordinated recruitment outreach plan so that information about the current deputy recruitment program is disseminated widely to community groups, peace officer associations, and web sites. For example, the Department could list Deputy Sheriff positions on Internet sites such as: • Women Peace Officers Association of California at http://www.wpoaca.com/Job%20Flyers/Cal/cal_jobs.html, • Police Officers Research Association of California at http://www.porac.org/employment.html, • Golden State Police Officers Association at http://www.gspoa.com [Note: The SF Police Department has jobs advertised on this site.], • Other Internet job sites such as www.indeed.com, www.usajobs.com, http://www.deputy.sheriff.jobs.com 2.2 The SFSD should consult with the Department of Telecommunications and Information Services (DTIS) to determine how to maximize the effectiveness of the SFSD website and how to ensure that the Department’s recruitment efforts get maximum exposure on Google and other search engine web sites. Required Responses: Mayor’s Office – 60 days SFSD – 60 days 1 6 Post-release programs

R04-05: budget.11 A recent two-year hiring freeze, instituted due to financial constraints, was lifted in 2005. Since then, however, new hires have just been replacing people who resigned or retired. Thirty-five new deputies were hired in 2006, of which 31 completed the required police academy training. However, during this period, the Department lost 27 officers due to retirement or other reasons. Therefore, in order to ensure that there are a sufficient number of deputies in the jails at all times, the Department must resort to overtime, either voluntary or mandatory. Mandatory overtime is instituted when there are an insufficient number of volunteers for a given shift. There is an open job announcement for 8302 Deputy Sheriff 1, the entry-level deputy position. New hires attend an introductory seven-week Department orientation course, then a six-week jail training Officer program before they are ready to serve at the jails. Deputies also attend a 20-week California State certified course at the Police 11 Murray, Andrew: Legislative Analyst Memorandum, Re: Sheriff’s Department April 21, 2005 Presentation to the Budget and Finance Committee, April 20, 2005 7 Academy during the first year of their employment. Upon graduation from the Academy, deputies are then fully accredited peace officers under California law.12 Understaffing, together with a high level of dependence upon mandatory overtime, is detrimental to the safety of both Departmental staff and prisoners in custody. According to an article in the Contra Costa Times, violence among prisoners in the Los Angeles County jails has nearly doubled in the past three years, largely due to a funding crisis and staffing shortages. L.A. County’s inmate-to-deputy ratio is one of the highest in the country and, as a result, inmate-on-inmate assaults at one L.A. County facility rose from 351 in 2003 to 614 last year.13 Because the San Francisco Sheriff’s Department proactively strives to keep such assaults at a minimum, the prisoner-on-prisoner assault rate is considerably less than in Los Angeles. Staff reported that the total number of prisoner-on-prisoner assaults in all seven San Francisco County jails was 247 in FY 2005. However, the trend of trimming the budget of the SFSD that began with the FY 03-04 and FY 04-05 budgets and continued in the FY 05-06 budget14 is a major concern. D. Nutrition Civil Grand Jurors were served a prisoner lunch consisting of four slices of whole wheat bread, four slices of lunch meat, corn chips, an apple, ½ pint of milk, and condiments (mustard and mayonnaise). Prisoners interviewed said that the food served to the Grand Jurors was a standard prisoner lunch. The lunch served to prisoners who do not have special dietary requirements consists of either lunchmeat or peanut butter sandwiches. No lettuce or other sandwich fillings are offered. Breakfasts and dinners are more varied and are served warm. Vegetables and dessert are served with the evening meal. The menus are fixed and do not allow for individual choices. All prisoners on a particular diet receive the same food on a given day. The Department submitted a sampling of menus that indicate prisoners are provided 12 California Penal Code §13510.1, Peace Officers Standards and Training (POST) training program certification 13 “Los Angeles jail riots underscore rising violence among prisoners,” Contra Costa Times, February 6, 2005 14 Murray, Andrew: Legislative Analyst Memorandum, Re: Sheriff’s Department April 21, 2005 Presentation to the Budget and Finance Committee, April 20, 2005. The following is an excerpt from of the report: The department's FY 05-06 proposed budget totals $144.5M, a reduction of $2.0M over its original FY 04- 05 budget and $1.3M less than its projected FY 04-05 year-end actual. Notably, the department is budgeting $1.5M less for programs, $856,787 less for facilities, and $382,942 less for recruitment and training than it did in its original FY 04-05 budget. It is also budgeting for 11.5 fewer FTE in FY 05-06 than it did in FY 04-05. Significant cuts (savings) that were implemented in FY 03-04 and FY 04-05 include: - Closing three dormitories at County Jail No. 7 ($1.5M); - Eliminating porter services at County Jail No. 7 ($280,000); - Eliminating post-custody drug rehabilitation beds ($1.7M); - Eliminating Station Transfer Unit services ($2.0M); - Reducing hours and staffing at City Hall ($200,000); - Freezing hiring of new 8302 Deputy Sheriffs for last two fiscal years ($1.5M per year); and - Laying off 26 8300 cadets ($700,000) 8 balanced 3000-calorie meals. The food, while somewhat monotonous, meets basic dietary needs. In addition to the standard food offerings certain dietary needs are accommodated if requested by the prisoner or medical staff: Special menus include kosher/halal (offered to both Jews and Muslims), vegan, low salt, or diabetic. Many jurors said it is commendable that the Department both meets the nutritional needs of prisoners and provides special menus to meet dietary p

May 26, 2006 — San Francisco’s Information Technology Highway:

34 pages 7 findings 7 recommendations

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Findings & Recommendations 7 findings

F1: The Department of Telecommunications and Information Services (DTIS), which is responsible for managing IT for the City, is not respected by other City departments. A series of short-term leaders in DTIS, the loss of a significant number of DTIS personnel, and an inability to deliver needed services in a timely manner have affected the functioning of the department. Other City departments find DTIS expensive and unreliable.

Related Recommendations (1)

R1: The Department of Telecommunications and Information Services (DTIS), which is responsible for managing IT for the City, is not respected by other City departments. A series of short-term leaders in DTIS, the loss of a significant number of DTIS personnel, and an inability to deliver needed services in a timely manner have

F2: COMMITTEE ON INFORMATION TECHNOLOGY (COIT) FINDINGS 2.a The COIT staff and COIT leadership do not communicate with one another. 2.b The last announced meeting of COIT, prior to the March 30, 2006 meeting, was on May 10, 2005. 2.c A review of the minutes of prior COIT meetings (one in 2004 and two in 2003) disclosed the agendas consisted mostly of routine IT updates with little emphasis on long-term technology priorities. 2.d Section III of the City Administrative Code stipulates that all departments provide a three-year projection folio and annual progress reports. In 2005, only 11 of 64 departments submitted folios to COIT.

Related Recommendations (1)

R2: The Committee on Information Technology (COIT), the IT policy advisory group mandated by the City’s Administrative Code,1 is not living up to the original expectations. Infrequent meetings, City departmental disregard for the 1 San Francisco Administrative Code, §3.24, Committee On Information Technology. Mayor's Finance Director, a member of the Board of Supervisors, the Controller, the Director of Telecommunications and Information Services or their designee, and one department head from each of the following six groupings of departments: (a) Public Protection, (b) Public Works, Transportation and Commerce, (c) Human Welfare and Neighborhood Development, (d) Community Health, (e) Culture and Recreation, (f) General Administration and Finance. The department heads shall be selected annually by the four continuing members. The Committee on Information Technology shall take a leadership role in encouraging and coordinating departmental efforts in the use of new technology. The Committee shall promote interdepartmental cooperation and City standards. It shall review major interdepartmental and citywide projects and make policy recommendations thereon. (Added by Ord. 223-97, App. 6/6/97) 1 Administrative Code relating to COIT, a reduction of personnel, and internal personnel issues have all contributed to COIT’s ineffectiveness.

F3: BUDGET AND FINANCE FINDINGS 3.a No “citywide” IT planning or governance is functioning in the City. 3.b No individual or department is assigned responsibility for reviewing contracts from a citywide point of view. At this time contracts are viewed from a departmental perspective. 3.c Less than 20% of the City’s IT dollars are spent in the City’s designated IT department—DTIS. 3.d The services offered by DTIS are cited by City departments as expensive compared with those of outside contractors. The use of “loaded costs” and a work order funding process contribute to the high cost of DTIS services. 18

Related Recommendations (1)

R3: Improved leadership, IT knowledge sharing, centralization of some services, and the development of a citywide IT plan were all called for in numerous studies and reports conducted for the City in the last ten years. These recommendations are as valid today as when each of the reports was first issued.

F4: INFORMATION TECHNOLOGY GOVERNANCE FINDINGS 4.a Despite the Mayor’s view that the DTIS Executive Director is considered the CIO for citywide IT functions, in reality the DTIS Executive Director is a department head without authority over other department heads. 4.b While the Administrative Code defines DTIS as the City’s IT Department, because of its unsatisfactory performance ratings and high costs, many City departments have sought IT solutions outside of DTIS. Today, only 18.5% of total IT dollars flows through DTIS.

Related Recommendations (1)

R4: Small departments that rely on general funding for their technology needs are often at a distinct disadvantage financially compared to Enterprise Departments where external funding can be applied to IT projects.2

F5: LEADERSHIP FINDINGS 5.a Despite a number of previous recommendations to establish a CIO, that has not happened. 5.b As a department head, the Executive Director of DTIS does not have adequate authority over other City departments necessary to implement recommended changes or to provide adequate service to the public. 5.c DTIS has had six directors in ten years. 5.d. The median salary for a CIO in San Francisco is approximately $238,000. The annual salary range for the DTIS Executive Director, $116,064-$180,076 (5/06) is not commensurate with the responsibilities of the position or the geographical area.

Related Recommendations (1)

R5: Given the unique needs, requirements, and deadlines of Enterprise Departments, it is unrealistic for these departments to rely on DTIS for all their IT services. City staff has proposed a “hybrid3” IT program as a potential solution to the tug-of-war between centralization and decentralization of IT functions.

F6: City departments seldom share IT knowledge, thus duplicating efforts and increasing costs to the City.

Related Recommendations (1)

R6: City departments seldom share IT knowledge, thus duplicating efforts and increasing costs to the City.

F7: The Executive Director of IT for the City and County of San Francisco is classified as a department head. Given the size and complexity of City IT operations, the Civil Grand Jury recommends reclassifying the position to that of a Chief Information Officer (CIO). This reclassification would provide the necessary authority and recognition for that individual to design and implement overdue changes in administration of IT services citywide. There is ample evidence to support the need to create an efficient and cost-effective IT program. Suggestions for action offered by this CGJ include the following: • Changing the structure and operation of DTIS. • Reviewing the purpose, function, and operation of COIT or the designated IT policy making group. • Monitoring future IT expenditures and cost savings using data from the Fiscal Year (FY) 2005-2006 Budget as a starting point. • Increasing citywide IT collaboration and cooperation. • Establishing and empowering the position of CIO to lead the design, implementation and monitoring of IT changes. Enterprise Departments are large departments with budgets augmented by fees, grants and other funding sources that are generally earmarked for the specific use of those departments. In the hybrid model, IT functions common to most City departments (e.g., e-mail, etc.) would be centralized. IT functions unique to a given department would remain in that department. II. INTRODUCTION Technology at the Crossroads "With $5 million in settlements, don't let anyone tell you we can't afford a computer system. Think of what settlements we could have avoided if we had this technology in advance. Money is not an appropriate excuse. Money is not the reason we haven't put the system in place. It's political will."4 On February 12, 2006, Mayor Gavin Newsom offered the above response to a San Francisco Chronicle series about the use of force by the San Francisco Police Department. Unfortunately, the inefficient and costly use of information technology by the City is not limited to the Police Department. The year 1996 was a pivotal one for IT in the City. KPMG5 and City officials— including Board of Supervisors members, Mayoral representatives, City management, private sector executives, members of the press and the public—completed a “Strategic Plan for Information Technology” for the City. The plan recommended: • A coordinated IT Strategic Plan, leading to common standards, priorities and methods. • The development of a “one-stop shop” for technological innovation, information, advice and support. • A combination of centralized and decentralized resources to provide flexibility. As a result of the KPMG study, several technology organizations within the City were combined to create DTIS.6 Political leaders understood that IT was an uncoordinated function. In May 1996, the Civil Grand Jury released its report, “Information Technology Services in San Francisco Government,” which highlighted the City’s IT issues. In July 1996, as part of the budget process, COIT was created.7 One need only “fast forward” from 1996 and to 2006 to realize how quickly information technology has changed—and continues to change. While DTIS is expected to constantly upgrade and update its technology and its training programs, it has been faced with annual budget deficits for the last several years and a reduction in IT personnel. In addition, the City must compete with the private sector and other regional governments for IT professionals. Civil 4 Sward, Susan 2006. THE USE OF FORCE: Mayor demands accountability. Newsom responds to San Francisco Chronicle police use-of-force series, cites need for ‘political will’ to set up computer tracking system. The San Francisco Chronicle, February 12. KPMG LLP, the U.S. member firm of KPMG International, a Swiss cooperative. KPMG LLP is a provider of audit, risk advisory, and tax services. San Francisco Administrative Code, §11.86. DTIS replaced the Department of Electricity and Tele-communications, the Information Services Division of the Controller’s Office (including EIPSC), Citywatch and 911. (Added by Ord. 293-96, App. 7/17/96; amended by Ord. 58-00, File No. 000198, App. 4/7/2000; Ord. 203-04, File No. 040752, App. 8/5/2004) 7 The amendment to §3.24 of the San Francisco Administrative Code was added by Ordinance. 223-97, approved by the Board of Supervisors on. 6/6/97. Service rules and City pay scales contribute to the City’s difficulties in hiring and retaining individuals with state-of-the-art IT skills. All these factors have had an adverse impact on DTIS and on the City’s ability to keep pace with technological change. City policy seems to put off long-term investments in technology to “another day.” In 2006, and as part of a region known globally for its technology and innovation, San Francisco government continues to lag behind other cities and counties in its use of technology. Sources both inside and outside the City’s IT structure have regularly made recommendations for change but have been routinely ignored during the past ten years. Consequently, neither the efficiencies nor the savings that should result from the development of a state-of-the-art technology program appear to be in place today. In the course of this CGJ investigation and as this report goes to press, positive movement forward is actually taking place. Some of the positive IT activities we have observed include: • The newly created General Services Agency (GSA)8 now incorporates DTIS (Appendix A) and is overseen by the new Chief Administrative Officer (CAO). One goal of the agency is the reassessment of the City’s IT structure. At preliminary budget hearings before the Budget and Finance Committee on April 5, 2006, Chris Vein, DTIS Executive Director, presented general plans for that reassessment. • In November 2005 and December 2005, the Budget and Finance Committee of the Board of Supervisors (the Board) conducted hearings on issues related to IT procurement and maintenance. An update to those hearings was held on April 10, 2006 at the Board’s Government Audit and Oversight Committee. A new IT vision was presented by the DTIS Executive Director. Both the vision and the recommendations appeared to be well received by the Board. • In 2006, the Controller’s Office will be providing a fresh perspective on IT as a result of a Performance Audit of DTIS. • Under GSA, the responsibility for reviewing IT budget items has moved from COIT to the Mayor’s Budget Office. Instructions to departments for FY 2006-2007 budget preparation reflect this change. (Appendix B) 8 GSA was created by the Office of the Mayor in FY 2005-2006 under the auspices of Article III, §3.104, the Charter of the City and County of San Francisco. Departments reporting to the Director of GSA/City Administrator include: The Department of Administrative Services, the Department of Public Works, the Department of Animal Care and Control, the Department of Medical Examiner, the Department of Convention Facilities and the Department of Telecommunications and Information Systems. The City Administrator’s Office also oversees the following programs and other offices: the Grants for the Arts Program, the Mayor’s Office on Disability, the Labor Standards Office, the Entertainment Commission, the County Clerk, the Immigrant Rights Commission, and the 311 Project. 4 • The pending introduction of the 311 Call Center9 and the Wi-Fi installation10 for the City’s citizens indicates that the City is beginning to give technology the needed attention it deserves. • On March 30, 2006, the COIT convened its first meeting since May 2005. At that time, the DTIS Executive Director, introduced a new vision for the City’s IT services (Appendix C) which addresses many of the issues that, if acted upon, will significantly improve the City’s IT capabilities and efficiencies. None of the findings and recommendations of this CGJ's report were disclosed prior to the issuance of this report; however, many of the proposals announced at the March 30, 2006 COIT meeting are similar to our recommendations. The CGJ arrived at its findings and recommendations independently and the majority of recommendations in this report were in place prior to the COIT meeting. We felt that recommendations supportive of the new vision were appropriate and these were added to the report following the COIT meeting. The City staff and others interviewed for this report were candid, cooperative, and generally knowledgeable about the state of the City's IT programs and operations. They provided us with data, directed us to others knowledgeable about the City’s IT programs, and kept us informed of City meetings that addressed IT issues. We are very appreciative of their assistance. In writing this report, we determined some findings and recommendations were appropriately placed under more than one heading so as to provide clarity to the subject. It is our hope that, by implementing the recommended IT solutions, the delivery of City IT services will become more efficient, the use of taxpayers' money will be maximized, and funds will be freed up for other important needs of our fellow San Franciscans. III. PROCEDURE Many Roads Leading Nowhere The CGJ used multiple sources of information to determine the current status and effectiveness of the City’s IT programs and to ensure that our findings and recommendations are credible, valid, and realistic. The CGJ: • Examined “hard copy” documents provided by various City departments and electronic documents available on the www.sfgov.org website. • Interviewed approximately 25-30 individuals and departments knowledgeable about IT and/or in IT-related positions in City government. 9 311 Call Center, a customer service center that will receive public calls for information and requests for government services. The 311 Call Center will provide a single point of contact for all non-emergency City services and allow customers to call one easy-to-remember number to receive information and access City services. Wi-Fi is wireless fidelity—a broadband wireless network. The Wi-Fi project will establish a City-wide universal, wireless broadband network in San Francisco. 5 • Attended open meetings that focused on IT issues. • Conducted Internet research to obtain local as well as national data and information. • Reviewed studies and recommendations by outside consultants and in-house personnel. We looked at material from 1996 to the present that focused on improving the City IT programs and operations. Interviewees included personnel from various City departments, union representatives, City Supervisors, and individuals in the Mayor’s Office. The CGJ interviewed former employees who held important IT positions during the past ten-years. Also interviewed was an East Coast CIO who was cited by several interviewees and a national publication as being responsible for an exemplary governmental IT program. IV. BACKGROUND Roads Not Taken The studies and reports of 1996 set the stage for the development of an IT organization within the City and resulted in the establishment of DTIS and COIT. Selected report/study recommendations were put in place in the years between 1996 and 2000. Then the Y2K crisis served to once again highlight IT in the City. Another series of reports and studies about City IT issues began in 2000 and continues to the present.

Related Recommendations (1)

R7: The Executive Director of IT for the City and County of San Francisco is classified as a department head. Given the size and complexity of City IT operations, the Civil Grand Jury recommends reclassifying the position to that of a Chief Information Officer (CIO). This reclassification would provide the necessary authority and recognition for that individual to design and implement overdue changes in administration of IT services citywide. There is ample evidence to support the need to create an efficient and cost-effective IT program. Suggestions for action offered by this CGJ include the following: • Changing the structure and operation of DTIS. • Reviewing the purpose, function, and operation of COIT or the designated IT policy making group. • Monitoring future IT expenditures and cost savings using data from the Fiscal Year (FY) 2005-2006 Budget as a starting point. • Increasing citywide IT collaboration and cooperation. • Establishing and empowering the position of CIO to lead the design, implementation and monitoring of IT changes. Enterprise Departments are large departments with budgets augmented by fees, grants and other funding sources that are generally earmarked for the specific use of those departments. In the hybrid model, IT functions common to most City departments (e.g., e-mail, etc.) would be centralized. IT functions unique to a given department would remain in that department. II. INTRODUCTION Technology at the Crossroads "With $5 million in settlements, don't let anyone tell you we can't afford a computer system. Think of what settlements we could have avoided if we had this technology in advance. Money is not an appropriate excuse. Money is not the reason we haven't put the system in place. It's political will."4 On February 12, 2006, Mayor Gavin Newsom offered the above response to a San Francisco Chronicle series about the use of force by the San Francisco Police Department. Unfortunately, the inefficient and costly use of information technology by the City is not limited to the Police Department. The year 1996 was a pivotal one for IT in the City. KPMG5 and City officials— including Board of Supervisors members, Mayoral representatives, City management, private sector executives, members of the press and the public—completed a “Strategic Plan for Information Technology” for the City. The plan recommended: • A coordinated IT Strategic Plan, leading to common standards, priorities and methods. • The development of a “one-stop shop” for technological innovation, information, advice and support. • A combination of centralized and decentralized resources to provide flexibility. As a result of the KPMG study, several technology organizations within the City were combined to create DTIS.6 Political leaders understood that IT was an uncoordinated function. In May 1996, the Civil Grand Jury released its report, “Information Technology Services in San Francisco Government,” which highlighted the City’s IT issues. In July 1996, as part of the budget process, COIT was created.7 One need only “fast forward” from 1996 and to 2006 to realize how quickly information technology has changed—and continues to change. While DTIS is expected to constantly upgrade and update its technology and its training programs, it has been faced with annual budget deficits for the last several years and a reduction in IT personnel. In addition, the City must compete with the private sector and other regional governments for IT professionals. Civil 4 Sward, Susan 2006. THE USE OF FORCE: Mayor demands accountability. Newsom responds to San Francisco Chronicle police use-of-force series, cites need for ‘political will’ to set up computer tracking system. The San Francisco Chronicle, February 12. KPMG LLP, the U.S. member firm of KPMG International, a Swiss cooperative. KPMG LLP is a provider of audit, risk advisory, and tax services. San Francisco Administrative Code, §11.86. DTIS replaced the Department of Electricity and Tele-communications, the Information Services Division of the Controller’s Office (including EIPSC), Citywatch and 911. (Added by Ord. 293-96, App. 7/17/96; amended by Ord. 58-00, File No. 000198, App. 4/7/2000; Ord. 203-04, File No. 040752, App. 8/5/2004) 7 The amendment to §3.24 of the San Francisco Administrative Code was added by Ordinance. 223-97, approved by the Board of Supervisors on. 6/6/97. Service rules and City pay scales contribute to the City’s difficulties in hiring and retaining individuals with state-of-the-art IT skills. All these factors have had an adverse impact on DTIS and on the City’s ability to keep pace with technological change. City policy seems to put off long-term investments in technology to “another day.” In 2006, and as part of a region known globally for its technology and innovation, San Francisco government continues to lag behind other cities and counties in its use of technology. Sources both inside and outside the City’s IT structure have regularly made recommendations for change but have been routinely ignored during the past ten years. Consequently, neither the efficiencies nor the savings that should result from the development of a state-of-the-art technology program appear to be in place today. In the course of this CGJ investigation and as this report goes to press, positive movement forward is actually taking place. Some of the positive IT activities we have observed include: • The newly created General Services Agency (GSA)8 now incorporates DTIS (Appendix A) and is overseen by the new Chief Administrative Officer (CAO). One goal of the agency is the reassessment of the City’s IT structure. At preliminary budget hearings before the Budget and Finance Committee on April 5, 2006, Chris Vein, DTIS Executive Director, presented general plans for that reassessment. • In November 2005 and December 2005, the Budget and Finance Committee of the Board of Supervisors (the Board) conducted hearings on issues related to IT procurement and maintenance. An update to those hearings was held on April 10, 2006 at the Board’s Government Audit and Oversight Committee. A new IT vision was presented by the DTIS Executive Director. Both the vision and the recommendations appeared to be well received by the Board. • In 2006, the Controller’s Office will be providing a fresh perspective on IT as a result of a Performance Audit of DTIS. • Under GSA, the responsibility for reviewing IT budget items has moved from COIT to the Mayor’s Budget Office. Instructions to departments for FY 2006-2007 budget preparation reflect this change. (Appendix B) 8 GSA was created by the Office of the Mayor in FY 2005-2006 under the auspices of Article III, §3.104, the Charter of the City and County of San Francisco. Departments reporting to the Director of GSA/City Administrator include: The Department of Administrative Services, the Department of Public Works, the Department of Animal Care and Control, the Department of Medical Examiner, the Department of Convention Facilities and the Department of Telecommunications and Information Systems. The City Administrator’s Office also oversees the following programs and other offices: the Grants for the Arts Program, the Mayor’s Office on Disability, the Labor Standards Office, the Entertainment Commission, the County Clerk, the Immigrant Rights Commission, and the 311 Project. 4 • The pending introduction of the 311 Call Center9 and the Wi-Fi installation10 for the City’s citizens indicates that the City is beginning to give technology the needed attention it deserves. • On March 30, 2006, the COIT convened its first meeting since May 2005. At that time, the DTIS Executive Director, introduced a new vision for the City’s IT services (Appendix C) which addresses many of the issues that, if acted upon, will significantly improve the City’s IT capabilities and efficiencies. None of the findings and recommendations of this CGJ's report were disclosed prior to the issuance of this report; however, many of the proposals announced at the March 30, 2006 COIT meeting are similar to our recommendations. The CGJ arrived at its findings and recommendations independently and the majority of recommendations in this report were in place prior to the COIT meeting. We felt that recommendations supportive of the new vision were appropriate and these were added to the report following the COIT meeting. The City staff and others interviewed for this report were candid, cooperative, and generally knowledgeable about the state of the City's IT programs and operations. They provided us with data, directed us to others knowledgeable about the City’s IT programs, and kept us informed of City meetings that addressed IT issues. We are very appreciative of their assistance. In writing this report, we determined some findings and recommendations were appropriately placed under more than one heading so as to provide clarity to the subject. It is our hope that, by implementing the recommended IT solutions, the delivery of City IT services will become more efficient, the use of taxpayers' money will be maximized, and funds will be freed up for other important needs of our fellow San Franciscans. III. PROCEDURE Many Roads Leading Nowhere The CGJ used multiple sources of information to determine the current status and effectiveness of the City’s IT programs and to ensure that our findings and recommendations are credible, valid, and realistic. The CGJ: • Examined “hard copy” documents provided by various City departments and electronic documents available on the www.sfgov.org website. • Interviewed approximately 25-30 individuals and departments knowledgeable about IT and/or in IT-related positions in City government. 9 311 Call Center, a customer service center that will receive public calls for information and requests for government services. The 311 Call Center will provide a single point of contact for all non-emergency City services and allow customers to call one easy-to-remember number to receive information and access City services. Wi-Fi is wireless fidelity—a broadband wireless network. The Wi-Fi project will establish a City-wide universal, wireless broadband network in San Francisco. 5 • Attended open meetings that focused on IT issues. • Conducted Internet research to obtain local as well as national data and information. • Reviewed studies and recommendations by outside consultants and in-house personnel. We looked at material from 1996 to the present that focused on improving the City IT programs and operations. Interviewees included personnel from various City departments, union representatives, City Supervisors, and individuals in the Mayor’s Office. The CGJ interviewed former employees who held important IT positions during the past ten-years. Also interviewed was an East Coast CIO who was cited by several interviewees and a national publication as being responsible for an exemplary governmental IT program. IV. BACKGROUND Roads Not Taken The studies and reports of 1996 set the stage for the development of an IT organization within the City and resulted in the establishment of DTIS and COIT. Selected report/study recommendations were put in place in the years between 1996 and 2000. Then the Y2K crisis served to once again highlight IT in the City. Another series of reports and studies about City IT issues began in 2000 and continues to the present. Recommendations for IT reform are common themes in each study. (

May 25, 2006 — Identity Theft:

6 pages 7 findings 3 recommendations

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Findings & Recommendations 7 findings

F1: - Department of Public Health: San Francisco General Hospital is the Department of Public Health’s largest cash operation. Cash and credit card operations are handled directly with the Bank of America. The Department of Public Health runs its own information technology operation with applications including patient registration, accounting, lifetime clinical services, laboratory work, and on-line eligibility. To facilitate billing with Medicare and Medi-Cal, it is necessary to keep patient social security numbers on file. Although the Department of Public Health has about 5,000 computer workstations at over 400 separate sites, no credit card data is kept on Department’s computer files. There is no clause protecting the confidentiality of data in the Department of Public Health’s contract with Bank of America. 4

Related Recommendations (1)

R3: A clause protecting confidentiality of the City’s data should be included in the Department of Public Health’s contract with Bank of America. VI. Required Responses Department of Public Health – 60 days Office of the Mayor – 60 days Board of Supervisors – 90 days 6

F2: - Office of the Treasurer & Tax Collector: In 2004-2005 the treasurer took in over $2.3 billion in tax revenue. Of this total, $19 million was collected by processing 11,200 transactions over the World Wide Web. The treasurer contracted with VeriSign, a NASDAQ- listed corporation that processes over 14 billion Internet transactions daily3, to handle their Web- related credit card operations. Another $8 million was collected by processing 2,700 transactions through Interactive Voice Response (IVR), an enhanced automated phone service for processing payments made with credit cards. The City treasurer contracted with Official Payments Corporation for these IVR transactions. Official Payments Corporation has been processing government payments electronically since 1996. Official Payments Corporation also does processing for the United States Internal Revenue Service, 25 states, and more than 1,600 counties and municipalities. No credit card data for Web or IVR transactions are kept on City computer files. A clause protecting confidentiality of data is present in the Treasurer’s contract with Official Payments Corporation. (Note: Mail and walk-in credit card numbers are kept on the Treasurer’s cashiering system, and are available only to the vault teller on an audit report. This on-request audit report is produced only when there are cash balancing problems.)

Related Recommendations (1)

R1: San Francisco’s widely distributed information technology departments have wisely chosen to contract out credit card processing (and the identity theft risks inherent in this activity) to nationally recognized firms specializing in Web-based remittance processing. The Civil Grand Jury recommends the departments continue this policy.

F3: – Department of Parking & Traffic: The Department of Parking & Traffic contracts out daily management responsibilities for City-owned parking garages to various parking firms. All credit card transactions with parking garages are handled by the parking firms. Once again, no credit card data or social security numbers are kept on City computer files.

Related Recommendations (1)

F4: - Parking Citations Division: The Municipal Transportation Agency’s Citations Division receives approximately $14 million yearly from some 250,000 Web transactions. As with the Office of the Treasurer & Tax Collector, VeriSign handles its Web transactions. Approximately $4 million is collected annually through some 78,000 phone transactions. Again, Official Payments Corporation handles phone payment transactions. The Citations Division does not retain any credit card or social security numbers on their files.

Related Recommendations (1)

F5: - Payroll: The Controller’s Office has processed City’s payroll since 1985 on a heavily modified package application processor that is run on the City’s mainframe computer system. Although the payroll system must retain social security numbers for tax reporting purposes and bank account numbers for direct deposits, computer access is limited exclusively to payroll and programming staff. Similar to credit card transactions in shops and restaurants, only the last four digits of social security numbers are printed on checks. No credit card data is kept on the payroll system.

F6: - Police Department: Although our investigation of departments which process major credit card transactions revealed no evidence of City-caused identity theft, we conducted a final interview with the San Francisco Police Department’s Fraud Detail to verify our findings. Through early December 2005, police statistics reflect 1,300 instances of all types of identity theft in San Francisco. The police have no records involving identity theft within City government. Statistics are not kept by location of theft because most victims of identity theft do 3 http://www.verisign.com/verisign-inc/index.html 5 not know where or how their personal information was stolen.

Related Recommendations (1)

R2: In answer to the question posed by the title of this report, the City and County of San Francisco is thus far coping well with identity theft. The Civil Grand Jury recommends that the City continues to handle sensitive data with the care that is currently in practice.

F7: - Conclusion: The Civil Grand Jury asked all departments listed above and the Department of Telecommunications & Information Services the direct question, “Are you aware of any instances of identity theft caused by the City and County of San Francisco?” All replied negatively to this question.

Related Recommendations (1)

📋August 30, 2005 — Board of Supervisors:

149 pages 8 findings 34 recommendations

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Findings & Recommendations 8 findings

F1: THE MERGER OF THE DEPARTMENT OF PUBLIC HEALTH’S EMERGENCY MEDICAL SERVICES AND THE FIRE DEPARTMENT DID NOT SUFFICIENTLY SPECIFY MEASURES OF SUCCESS AND COMPLETION OF THE MERGER

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F2: The Merger of Emergency Medical Services Into the Fire Department Is Impeded by Local 798 and Cultural Differences in the Two Services

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F3: The Fire Department Allocates the Majority of Its Budget to Fire Suppression Although the Workload Is a Fraction of the Use of Its Resources

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F4: The Fire Department Needs to Address Problems in Recruitment, Retention, Cross-Training, and Staff for EMS

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F5: The Fire Department Has Not Dealt With Harassment of Firefighter/Paramedics and Integrated EMS and Fire Suppression in any Meaningful Way.

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F6: The Fire Department Should Improve the Training of Its Officers

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F7: The Fire Department Has Been Slow in Giving Promotional Examinations

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F8: The Fire Department Has Not Adequately Dealt With On-Duty Alcohol Drinking and Substance Abuse

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Additional Recommendations 34

Not linked to specific findings.

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.

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R1a: 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. Responses Tania Bauer Commission Secretary San Francisco Fire Commission August 12, 2004 Agree. The Commission agrees with this recommendation to the extent that it suggests the establishment of specific criteria for measuring the success of the Department’s provision of Emergency Medical Services. This recommendation will be implemented, understanding that the Commission views the merger as having already been “completed”, but with the view that goals and timelines for further improvement should be established and articulated and accomplishment of these goals measured. Joanne Hayes-White Chief of Department Fire Department August 23, 2004 Disagree in part. The Department and this Administration see the ‘merger’ as being complete. However, as the Department moves forward, it constantly searches for more efficient mechanisms to deliver its critical services. Mitchell H. Katz, MD Director of Health Department of Public Health August 24, 2004 Agree. In retrospect, I wish that we had set specific criteria for measuring the success of the merger in the Phase II document. Although we did not do this, I am nonetheless pleased with the successes that we have achieved: 1. Shorter response times to both life-threatening medical emergencies and to urgent calls. 2. Increased number of ambulances on San Francisco streets. 3. Single communication system for coordinating actions during emergencies. 4. Single chain of command for swift response during emergencies. Although we cannot go backward, I agree with the recommendation that we set goals and timelines for improvements to the current system. I will meet with the Chief of the Fire Department to set up goals and timelines as soon as possible. Edward A. Chow, MD President San Francisco Health Commission August 27, 2004 Agree. The Health Commission held extensive hearings on the Health Department, the Fire Department, and the EMS reconfiguration at the time of the merger. We have been monitoring performance of the EMS System including the number of ambulances on the street, the presence of ALS trained personnel on the Fire engine, and the response time. We will work with the Fire Commission to establish new criteria for measuring the success of fire based EMS. Mitchell H. Katz, MD Director of Health Department of Public Health June 24, 2005 Agree. Although we did not set specific criteria during the merger, I am pleased with the successes that we have achieved: 1) Shorter response times to both life-threatening medical emergencies and to urgent calls. 2) Increased number of ambulances on San Francisco streets. 3) Single communication system for coordinating actions during emergencies. 4) Single chain of command for swift response during emergencies. I met with the Fire Department during the Fall of 2004 to jointly modify the EMS configuration plan based on the successes and limitations of the existing model and the recommendations of a stake holders process. The Health Commission held two hearings on the new configuration, the basic elements of which are: • Establishment of 42 ALS engine companies (from 21). • Dynamic deployment of ambulances with higher number of ambulances at peak times. • Use of dedicated paramedics and dedicated EMTs to staff ambulances. The Commission approved the Reconfiguration Proposal for Emergency Medical Services in the Fire Department at its meeting October 26, 2004. Lee Ann Monfredini President San Francisco Health Commission June 28, 2005 Agree. Although specific criteria was not set during the merger, the Health Commission is pleased with the successes that has been achieved: 1. Shorter response times to both life-threatening medical emergencies and to urgent calls. 2. Increased number of ambulances on San Francisco streets. 3. Single communication system for coordinating actions during emergencies. 4. Single chain of command for swift response during emergencies. Dr. Katz, who reports to the Health Commission, met with the Fire Department during the Fall of 2004 to jointly modify the EMS configuration plan based on the successes and limitations of the existing model and the recommendations of a stake holders process. The Health Commission held two hearings on the new configuration, the basic elements of which are: • Establishment of 42 ALS engine companies (from 21). • Dynamic deployment of ambulances with higher number of ambulances at peak times. • Use of dedicated paramedics and dedicated EMTs to staff ambulances The Commission approved the Reconfiguration Proposal for Emergency Medical Services in the Fire Department at its October 26, 2004 meeting. Paul Conroy President San Francisco Fire Commission July 15, 2005 Reference is made to the attached Fire Commission Resolution 05-4, which provides that the EMS Reconfiguration is to be measured as follows: [The resolution is not attached as part of this report. Please contact the commission for a copy of the document.] “Success of the reconfiguration will be monitored and reported on a continual basis and measured by the following factors: maintenance or improvement of current patient outcomes; maintenance or improvement of current response times; achievement of uniform response times among the City’s battalion districts; compliance with accepted and applicable standards for the provision of pre-hospital emergency care; compliance with EMSEO Section and Department agreed upon standards and Continuous Quality Improvement guidelines; reduction in the current level of fatigue experienced by EMS responders and transporters; fiscal accountability; and the effect on the ability of the Department to provide a balanced response to all types of emergencies; “The Chief of Department shall report to the Commission on a quarterly basis, or more often as circumstances warrant, on the progress and success of the reconfiguration, and shall make recommendations to the Commission concerning any proposed changes to the hiring and deployment schedule outlined above;” It should be noted that the EMS Reconfiguration is at the beginning stages, with no new personnel or apparatus deployed as yet. It is anticipated that the first new ten hour shift Paramedic/EMT ambulances will be deployed in January 2006. The Fire Commission continues to receive regular reports from the Chief of Department and her administration concerning the Department’s provision of EMS services, including response times, quality of service, significant events and the progress of the EMS Reconfiguration. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: Portions of the recommendation have been implemented 15 The Department has worked collaboratively with the Department of Public Health (DPH) and has identified criteria for ongoing assessment of the delivery of Emergency Medical Service (EMS). The Department reasserts its position that the merger is, in many respects, an unparalleled success. The merger is in fact complete; the Fire Department has become wholly responsible for the delivery of pre-hospital care in the City and County of San Francisco. How that service is delivered are operational details of that merger, not its essence. The merger resulted in rapid Paramedic level Advanced Life Support (ALS) becoming available faster to more of our residents and visitors. Emergency medical systems are fluid and dynamic by their nature. As such, our EMS delivery is constantly evolving to meet the needs of the population served including the incorporation of updated technology. Therefore, it is inherently impractical and counter-productive to make efforts to assess the “success” or “completeness” of a merger which has already occurred. It is far more important for an EMS provider to identify and develop criteria that can be used to measure progress and success on an ongoing basis. In retrospect, the absence of ongoing performance evaluation was a glaring omission from the 1996-97 Phase I and II plans. The Department has, in partnership with the Department of Public Health Emergency Medical Services Agency, a number of indices to measure the success of its EMS system. These criteria are used on a daily and monthly basis by Department upper management to facilitate performance review and provided to the public on a monthly basis at both the Fire Commission and the Mayor’s SFStat meetings. These criteria will be used to monitor and prevent degradation in the level of Emergency Medical Service as the Department moves into the implementation phase of its EMS reconfiguration.

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R1b: 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. Responses Tania Bauer Commission Secretary San Francisco Fire Commission August 12, 2004 Agree, as noted in 1a, above. The Commission is accountable to the Mayor and agrees that it should be accountable for all goals established for the Fire Department. Joanne Hayes-White Chief of Department Fire Department August 23, 2004 Disagree. See Recommendation 1a. Mitchell H. Katz, MD Director of Health Department of Public Health August 24, 2004 Agree. Edward A. Chow, MD President San Francisco Health Commission August 27, 2004 Agree. Mitchell H. Katz, MD Director of Health Department of Public Health June 24, 2005 Agree. The Fire Department now submits a quarterly report with specific indicators to the Health Commission on the progress of the new configuration. Lee Ann Monfredini President San Francisco Health Commission June 28, 2005 Agree. The Fire Department now submits a quarterly report with specific indicators to the Health Commission on the progress of the new configuration. Paul Conroy President San Francisco Fire Commission July 15, 2005 The Commission continues to agree that it should be accountable for all goals established for the Fire Department, and remains accountable for such.

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R1c: 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. Responses Tania Bauer Commission Secretary San Francisco Fire Commission August 12, 2004 The Mayor appoints Commissioners, pursuant to the San Francisco Charter, Sections 3.100 and 4.108, and, therefore, the Commission cannot implement this recommendation. Joanne Hayes-White Chief of Department Fire Department August 23, 2004 Sections 3.100 and 4.108 of the San Francisco City Charter confer exclusive Commission appointment privileges to the Mayor of the City and County. The Department would welcome the opportunity to work with the Mayor’s Office to realize this recommendation. Mitchell H. Katz, MD Director of Health Department of Public Health August 24, 2004 Not applicable to the Health Department. Edward A. Chow, MD President San Francisco Health Commission August 27, 2004 Not applicable to the Health Commission. Mitchell H. Katz, MD Director of Health Department of Public Health June 24, 2005 Not applicable to the Health Department. Lee Ann Monfredini President San Francisco Health Commission June 28, 2005 Not applicable to the Health Department. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: The recommendation has been implemented Since the Civil Grand Jury issued this recommendation, Dr. Douglas Goldman was appointed to the Fire Commission. Dr. Goldman was a non-practicing, board certified emergency physician. Appointed in October 2004, Dr. Goldman’s tenure ended when he resigned from the Fire Commission in May 2005.

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R1d: 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. Responses Tania Bauer Commission Secretary San Francisco Fire Commission August 12, 2004 The Commission disagrees with this recommendation. Medical oversight is provided by: The Department of Public Health Director; the Director of the San Francisco County Emergency Medical Services Agency (EMSA); the Department’s two Medical Directors, all in communication with one another. The Department’s Medical Directors and the EMS Division Chief and the EMS Operations Chief report to the Chief of Department and through her, report directly to the Fire Commission at regularly scheduled Commission meetings. Individual Commissioners recommended in November, 2003 that greater communication occur between the Chief of Department and the EMSA Director. There has been significant improvement in this area since the inception of Chief Hayes-White’s administration, to the benefit of the Department’s provision of EMS services. The Commission believes that there may be occasions in the future when both the Fire Commission and the Public Health Commission would find it beneficial to meet jointly with respect to specific policies or procedures, as appropriate. Joanne Hayes-White Chief of Department Fire Department August 23, 2004 Both Commissions receive regular updates and reports. The Chief and the Director of Public Health meet regularly to discuss any issue that might impact the provision of EMS in San Francisco. Mitchell H. Katz, MD Director of Health Department of Public Health August 24, 2004 Agree. The Health Department agrees that joint meetings between the Commissions, as occurred during the pre-merger discussions, would be worthwhile. Edward A. Chow, MD President San Francisco Health Commission August 27, 2004 Partially agree. The Health Commission agrees that joint meetings between the Commissions, as occurred at the time of the merger, would be worthwhile and we intend to work with the Fire Department to schedule them as soon as possible. We believe the interval of the meetings should depend on the need at the time. Mitchell H. Katz, MD Director of Health Department of Public Health June 24, 2005 Agree. The Health Department agrees that joint meetings between the Commissions, as occurred during the pre-merger discussions, would be worthwhile. While no joint meetings have occurred this fiscal year, the Fire Chief has attended three Health Commission meetings to discuss system changes within the Fire Department. Dr. John Brown, EMS Medical Director regularly attends the Fire Commission meetings. Lee Ann Monfredini President San Francisco Health Commission June 28, 2005 Agree. The Health Department agrees that joint meetings between the Commissions, as occurred during the pre-merger discussions, would be worthwhile. While no joint meetings have occurred this fiscal year, the Fire Chief has attended three Health Commission meetings to discuss system changes within the Fire Department. Dr. John Brown, EMS Medical Director regularly attends the Fire Commission meetings. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: Implementation is independent of the Department 20 The Department feels that it may be beneficial for the Fire and Health Commissions to hold joint meetings, as necessary, for issues that arise requiring input of both entities.

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R1e: 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. Responses Tania Bauer Commission Secretary San Francisco Fire Commission August 12, 2004 The Commission agrees with this recommendation, which has already been implemented. The Commission, in its Annual Statement of Purpose posted on the Commission web site, recites that the provision of emergency medical services, together with fire suppression and fire prevention is an integral part of the Department’s mission. The Commission has also communicated the importance of the Department’s EMS mission in public statements during both regular and special Commission meetings. In addition, at a special meeting convened by the Commission on August 12, 2003 specifically for the purpose of considering steps to take to improve the progress of the merger and to respond to complaints from Firefighter/paramedics, the Commission sought and obtained public comment from members. Following this meeting, two Commissioners undertook a series of individual meetings with all stakeholders in regards to the merger and the complaints since reiterated in the Report. These Commissioners publicly announced and repeated the importance of the EMS mission during the November 25, 2004 Commission meeting. (See minutes of August 12, 2003 Special Meeting and November 25, 2003 Regular Meeting.) Additionally, in communications with Department membership and administration, Commissioners have stressed the importance of a team approach of all segments of the Department in carrying out its mission to provide fire prevention, emergency medical services, fire suppression, rescue and hazardous materials response. The Chief of Department has clearly and unequivocally communicated the same message. Joanne Hayes-White Chief of Department Fire Department August 23, 2004 Agree. This Administration communicates its values, and those of the Department, by words and actions, on a daily basis. EMS, suppression, prevention and training are all equally important and valuable to carrying out the Mission of the Department. Mitchell H. Katz, MD Director of Health Department of Public Health August 24, 2004 21 Not applicable to the Health Department. Edward A. Chow, MD President San Francisco Health Commission August 27, 2004 Not applicable to the Health Commission. Mitchell H. Katz, MD Director of Health Department of Public Health June 24, 2005 Not applicable to the Health Department. Lee Ann Monfredini President San Francisco Health Commission June 28, 2005 Not applicable to the Health Commission. Paul Conroy President San Francisco Fire Commission July 15, 2005 The Commission continues to stress the importance of the EMS mission of the Department. This is evidenced by Resolution 05-4 and continues to be publicly stated by individual Commissioners during Commission meetings. The Chief of Department and her administration continue to communicate this message. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: Completed The provision of Emergency Medical Services is an integral part of our core mission. This administration continues to articulate that both the EMS and suppression missions define our organization. The message is clear and unequivocal; neither EMS nor Fire suppression has to win at the expense of the other. Our Department will only be successful if these two goals are integrated into a cohesive, unified vision for the future of our Department.

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R1f: 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. Responses Tania Bauer Commission Secretary San Francisco Fire Commission August 12, 2004 This recommendation has already been implemented. Additionally, the EMS configuration study is currently underway to refine the Department’s delivery of EMS services and ensure that the most effective and efficient combination of resources is brought to bear on medical and other emergencies. The Commission does not agree with the inference that there has been a disproportionate emphasis on fire suppression, but agrees with the recommendation that the Department should respond with appropriate staff and equipment. Joanne Hayes-White Chief of Department Fire Department August 23, 2004 Disagree. Until proven otherwise, every alarm is a true emergency. The Department currently responds, and will continue to respond, with all necessary apparatus and personnel, as determined by the Chief of Department and her Command Staff. Additionally, the Department is working with the Department of Telecommunications and Information Services (DTIS) to reduce false street alarms by installing False Alarm Deterrent Devices (FADD) on all street boxes. This program is being monitored through the Mayor’s SFSTAT Program and has already proven to be successful. The San Francisco Fire Department is a multi-faceted, multi-skilled public safety agency, whose mission of which is to protect the lives and the property of the people of San Francisco from fires, natural disasters, and hazardous materials incidents; to save lives by providing emergency medical services; to prevent fires through prevention and education programs; and to provide a work environment that values cultural diversity and is free of harassment and discrimination. The Department is staffed by 1,734 members: of those, 1,601 are field personnel directly involved in provision of fire protection and prevention, medical assistance, emergency communications and technical rescues. Sixty-five (65) members provide administrative and investigatory support, training and continuing education curriculum for all Department personnel. Sixty-eight (68) members of the Fire Department are civilians. The Civil Grand Jury commissioned a report on the Fire Department in July of 2003, some six months prior to Chief Hayes-White taking office. In 1996, the City and County of San Francisco was faced with what physician and medical groups termed a “public health crisis”. The Paramedic Division of the Department of Public Health was not meeting the County’s mandated response times. The question that faced the Health Commission, the Health Department and the Director of Public Health was how to provide the maximum number of health care resources to the City of San Francisco, using existing equipment, without a significant increase in expenditures. Transfer of EMS into the Fire Department was the natural next-step. Fire Services all over the nation had successfully assumed responsibility for providing Paramedic Services and the San Francisco Fire Department had been providing emergency first response since the late 1950’s. Every front line responder in the Department has been staffed with at least one firefighter trained to the level of Emergency Medical Technician since 1989 and equipped with first aid equipment, oxygen and an automatic external defibrillator. Additionally, the Fire Department was equipped and trained in extrication, confined space rescue and Hazardous Materials mitigation techniques. The addition of Paramedics was a logical progression in the development of the services it provided. The SFFD has had three Chiefs since 1997. Lack of continuity, lack of long range goals and the lack of time and ability for the Department to meet those goals are all factors in the questions that are raised in this report. This Administration has stated unequivocally that the transfer of function of Paramedic Services from the Department of Public Health to the Fire Department is complete. The combination of services and the strengthening of the service provided have created a public safety entity that is orders of magnitude stronger than the sum of its parts. Except for the National Fire Protection Agency (NFPA) standards, the Fire Services of this nation have enjoyed operational autonomy since their inception. Each Fire Department carries equipment and tools unique to its own operational district and no two Fire Departments are exactly alike. In contrast to the Fire Service, the medical profession is very different in regards to oversight and autonomy. There are laws, directives, and governing bodies for every facet of medicine, and EMS is no exception. The State EMS Agency oversees fifty-eight counties in California, each with its own Department of Public Health, and its own Emergency Medical Services Agency. Each county is required by state law to have an EMS Medical Director, who is responsible for the oversight, regulation and efficacy of the pre-hospital medical and trauma care practiced in their jurisdiction. Every provider in those jurisdictions, public or private, maintains a Director of EMS who is responsible for the oversight and efficacy of the medical care being provided by their agency. In San Francisco, the Fire Department is overseen by the civilian governing body of the Fire Commission. Public Health is overseen by the like civilian body of the Health Commission. The perception that there is no contact between the Health Commission and the Fire Commission is incorrect. While the twelve commissioners do not regularly conduct joint meetings or discussions, the Health Commission is keenly aware of the Fire Department’s provision of pre- hospital care. The Fire Department provides ongoing reporting and documentation to the office of the EMS Medical Director of the Department of Public Health. John Brown, MD, presents to the Health Commission in the same manner that the Department presents to the Fire Commission. During his presentation, Doctor Brown reports on the Fire Department activities and response times. In addition, Chief Hayes-White and Doctor Mitch Katz maintain open lines of communication and confer on a regular basis. The Fire Department provides a myriad of services to the public. The perception that fire suppression is valued more highly than EMS services is false. This Department values every 24 component of its mission equally, and every facet of this Department is geared towards the preservation of life and property in San Francisco. The Controller’s Report of 2004 noted that the Fire Department responds to 20,000 street box alarms per year. The audit went on to state that 95% of street box alarms are false. The Fire Department also responds to 1,836 ‘person downs’, 3,256 ‘vehicle crashes’ and 6,128 ‘sick evaluations’ per year. The majority of those incidents are without emergency merit, but many are true life-threatening emergencies. Until a Paramedic is on scene and can determine the extent of the emergency, every person down is considered a cardiac arrest. Until Firefighters can arrive on scene and determine the extent of the emergency, every street box alarm is considered a working fire. In the past, the Department responded to most alarms with a full box assignment. The apparatus dispatched has been pared down to accommodate changes in the nature of service requests. A first response Engine and a Truck are considered to be the absolute minimum response to an initial box alarm. It should be made clear that the Department is constantly evaluating system performance and seeks to deploy the most effective configuration of resources to each call for service. Mitchell H. Katz, MD Director of Health Department of Public Health August 24, 2004 Not applicable to the Health Department. Edward A. Chow, MD President San Francisco Health Commission August 27, 2004 Not applicable to the Health Commission. Mitchell H. Katz, MD Director of Health Department of Public Health June 24, 2005 Not applicable to the Health Department. Thank you again for all the hard work involved in preparing this report. Lee Ann Monfredini President San Francisco Health Commission June 28, 2005 Not applicable to the Health Commission. Thank you again for all the hard work involved in preparing this report. Paul Conroy President San Francisco Fire Commission July 15, 2005 The EMS Reconfiguration has been developed by the Department and approved by the Commission as a means of further enhancing the provision of Fire-based EMS service to the public. The Department continues to respond with appropriate staff and equipment to fire, medical and other emergencies.

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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

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R2a: 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.

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R2b: 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.)

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R2c: 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.

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R2d: 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.

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R2e: 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. Responses Cleopatra Vaughns Chair Board of Directors Municipal Transportation Agency Michael T. Burns Executive Director of Transportation Municipal Transportation Agency August 25, 2004 Not yet Implemented The MTA welcomes audits by any agency. Cleopatra Vaughns Chair Board of Directors Municipal Transportation Agency Michael T. Burns Executive Director of Transportation Municipal Transportation Agency June 30, 2005 We continue to welcome audits by any agency. Ed Harrington Controller Office of the Controller July 29, 2005 The recommendation has not yet been implemented, but will be implemented in the City Services Auditor Division’s audit plan for fiscal year 2005-06. The City Services Auditor Division will work with Muni to determine the priority for conducting audits of the light-duty and battery pay plans and workers’ compensation benefit programs. 117

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R2f: 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 short- term disability policies that may be used to supplement Workers’ Compensation benefits. Those plans are entirely outside of Muni’s control.

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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.

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R3a: 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. Responses Tania Bauer Commission Secretary San Francisco Fire Commission August 12, 2004 Agree. This recommendation has already been implemented and is also undergoing further evaluation through the EMS Configuration process. It should be pointed out that although the medical dispatches amount to approximately 70% of the current dispatch volume, this medical workload has been layered on top of the Department’s pre-merger fire and emergency response. These additional calls do not obviate the need to respond to suppression and other emergencies. Given the age and density of San Francisco’s predominantly wood frame structures, quick and aggressive response by a sufficient number of personnel and apparatus is necessary to extinguish fires before they spread, which could otherwise result in conflagration. Resources cannot be allocated based solely on the daily series of dispatches, but must also be ready to respond to the regular occurrence of fire and the risk of earthquake, conflagration and other anticipated major events. Joanne Hayes-White Chief of Department Fire Department August 23, 2004 Disagree. The Department’s workload is reflective of the demands that the public places on its resources. Paul Conroy President San Francisco Fire Commission July 15, 2005 As noted in the Commission’s response, above, the recommendation has already been implemented. Since the response, the EMS Reconfiguration has been approved by the Commission as a means of further enhancing the Department’s provision of emergency medical services.

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R3b: 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. Responses Tania Bauer Commission Secretary San Francisco Fire Commission August 12, 2004 Agree. This recommendation has already been implemented and is continuing. The Commission has overseen the deployment of Department resources to carry out the EMS mission of the Department since the inception of the merger as noted in the Introduction to this response. Joanne Hayes-White Chief of Department Fire Department August 23, 2004 The Chief works collaboratively with the Mayor, the Board of Supervisors and the Fire Commission. Paul Conroy President San Francisco Fire Commission July 15, 2005 Since the above response, the Fire Commission has approved the EMS Reconfiguration to further enhance the Department’s provision of emergency medical services to the public. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: Chief Hayes-White continues to work collaboratively with the Mayor, the Board of Supervisors and the Fire Commission in oversight of the Department operations. They have provided the support and counsel necessary to allow the Department to move forward, including implementation of our EMS reconfiguration plan.

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R3c: 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. Responses Tania Bauer Commission Secretary San Francisco Fire Commission August 12, 2004 This is a recommendation to the Board of Supervisors. The previous and current Presidents of the Commission have met with the Controller and his staff concerning the Controller’s recommendations. The Department has responded in those meetings and during the public meeting conducted by the Finance Committee of the Board of Supervisors. Under the City Charter, it is the Fire Commission that sets objectives, programs and policies and prescribes and enforces rules and regulations for the Fire Department. Joanne Hayes-White Chief of Department Fire Department August 23, 2004 The Department is committed to implementing any change that promotes efficiency without compromise to operational readiness and ability to deliver service. The Controller’s report, as is any audit or report of an organization, a tool for the management of that agency. The Department is respectful of the recommendations made in that report. Each recommendation was reviewed by the Department for feasibility and to gauge its impact on service. The Department has implemented or is in the process of implementing many of its recommendations. The Department committed to implementing change that promotes efficiency without impinging its ability to safeguard the health and welfare of the public it serves. The Department has been aggressive in maintaining on-going dialogues with all Supervisors, decision makers and community leaders, in its institution of fiscal policies while mitigating any operational impact. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: Portions of the Controller’s Office recommendations have been implemented. The Department continues to use the review conducted by the Controller’s Office as a valuable management tool, and has already completed implementation of a number of the recommendations in the report. The Controller’s Report made two important recommendations concerning the delivery of EMS services by the Department. The Controller recommended: 1. The use of peak period staffing3 3 A Review of the San Francisco Fire-EMS System, Office of the Controller, April 2004, pg. 12 37 2. The implementation of alternative staffing and shifts4 Both of these recommendations will be implemented as part of the Department’s current EMS Reconfiguration plan. Additionally, after discussions with the Controller’s Office, the Department completed its analysis of data on street box alarms in October of 2004. Rather than reconfigure response and jeopardize the health, safety or property of those legitimate requests for service, the Department partnered with the Emergency Communications Department (ECD) and the Department of Telecommunications and Information Service (DTIS) to install Anti-Tamper Devices on Fire Call Boxes. This action has resulted in a 35% reduction in false alarms.

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R4a: 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. Responses Joanne Hayes-White Chief of Department Fire Department August 23, 2004 Agree. The number of Firefighter/Paramedics will be determined by any changes in deployment and configuration. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: The recommendation is in process The Department continues to be committed to recruitment and retention of high quality candidates that reflect the diversity of our City and can serve our community as Firefighters and as Firefighter / Paramedics. The Department considers possession of a valid paramedic license as important secondary criteria for candidates seeking entry into the H2 Firefighter Academy. Additionally, the Department has secured an MOU with the City College Paramedic program to guarantee or current firefighters an opportunity to train to become Paramedics. The report of the SFFD EMS Reconfiguration Committee of October 2005 and the subsequent adoption of its recommendations has compelled a change in focus from the recruitment and retention of currently cross trained Firefighter / Paramedics to the recruitment and retention of currently certified and licensed EMTs and Paramedics. Future cross trained Firefighter Paramedics would be drawn from the ranks of Paramedics serving on the transport tier. The Department anticipates holding the entrance exam for Paramedics in the latter part of this year and the entrance exam for EMTs sometime in early 2006.

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R4b: Cross-train Both Officers and Firefighters Officers should be cross-trained as well as rank and file firefighters. Officers who are already cross- trained should continue their paramedic licensure and use their paramedic skills in their command positions. Responses Joanne Hayes-White Chief of Department Fire Department August 23, 2004 Agree. Matriculation through the ranks by Firefighter /Paramedics will occur naturally as promotional exams are given. Evidence can be found in all departments (i.e. LA County, San Diego, etc.) where Paramedic level EMS has been a long standing component of operations. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: The recommendation will be implemented in the future or is in process Diversity in middle-management positions is critical to the long term health of any organization. While the cross-training of officers is a laudable goal, it is somewhat impractical. The Department believes that achieving diversity throughout its ranks is best accomplished by the steady promotion of Firefighter / Paramedics. Departments across the nation that have successfully integrated the EMS component have done so with “bottom-up” promotions and not a “top-down” imposition of policies. Future promotional examinations conducted by the Department will have significant emphasis on the EMS mission of the Department as well as the traditional fire suppression components.

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R4c: 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. Responses Joanne Hayes-White Chief of Department Fire Department August 23, 2004 Agree. Formulating an action plan to address ambulance workload is a main component of the Reconfiguration Task Force. These issues are not unknown to the Department, and the leadership is committed to addressing the issues of workload on the ambulances and the inevitable attrition of Firefighter / Paramedics. The number of Paramedics has not increased in proportion to call volume that has increased significantly in recent years. This problem has manifested in increases in unusual occurrences (UOs), a frustrated workforce and a non-retirement attrition rate for Firefighter / Paramedics that is higher than their Firefighter colleagues. The Department is also acutely aware that the problem of high ambulance call volume does not exist independent of greater systemic issues. In order to be successful, any strategy addressing this issue must be part and parcel of an overall direction and vision for the provision of EMS in the Department. The Department has already taken steps to address the larger system-wide issues it currently faces. It is in the process of reviewing the final report of the recent Reconfiguration Task Force and, in conjunction with the Mayor’s Office and Department of Public Health, will select a model for the future. Negotiations with City College of San Francisco have recently been completed that secure spots in the City College Paramedic Training Program for our Firefighters. The current class of forty-eight (48) probationary Firefighter recruits was required to possess current, valid California State Emergency Medical Technician (EMT) certificate as a prerequisite to employment. Twelve (12) members of that class are licensed Paramedics. The current administration has an unprecedented number of Firefighter / Paramedics among the Command Staff. Two (2) Assistant Deputy Chiefs are cross-trained Firefighter/Paramedics, in addition to several Lieutenants and fourteen (14) Rescue Captains already in command or supervisory positions. The Department is committed to promote and continue the advancement of Firefighter/Paramedics through its ranks. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: The recommendation will be implemented in the future or is in process The new administration of the Department immediately recognized the critical need to address the heavy workload placed on the transportation arm of the Department. Ambulance workload has been the primary focus of the reconfiguration workgroup and the long term solution to this issue is the sweeping, system wide change of the reconfiguration. The Department is moving to implement its new EMS reconfiguration with all haste. Once the remaining labor and human resource hurdles are cleared, the Department anticipates that the first dynamically deployed units will be on our streets in the latter half of FY 2005-2006. In the interim, the Department is considering a number of changes that will provide some relief to our units through the implementation of the new transport tier. The changes being considered include: • Rotation of unassigned Firefighter / Paramedics • Selected use of ALS Engine Responses to a subset of Code 2 calls • Modification of dispatch rules for our units with the highest call volume • More aggressive use of private ambulance resources 45

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R5a: 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. Responses Tania Bauer Commission Secretary San Francisco Fire Commission August 12, 2004 The Commission agrees with, and has already implemented and pursued a policy that harassment of any type, including harassment of Firefighter/paramedics, will not be tolerated. The Department should continue to investigate specific claims of harassment and, if verified, impose appropriate discipline, up to and including potential termination. The Department should take steps to eliminate structural impediments that are perceived as preventing enforcement of the Department policy that harassment will not be tolerated. The Commission recently terminated a member it found guilty of harassment. Joanne Hayes-White Chief of Department Fire Department August 23, 2004 Should evidence become available, and should this finding be substantiated, this Administration will move swiftly and decisively to address the allegations. Paul Conroy President San Francisco Fire Commission July 15, 2005 Since the Commission’s response, the Commission has heard additional disciplinary matters concerning incidents predating the Grand Jury Report and has appropriately disciplined those members found guilty of harassment. The Commission also disciplined an officer who did not take appropriate steps to stop harassment. There are currently no complaints of harassment before the Commission. Neither the Fire Commission, nor individual Commissioners, have received any complaints that harassment of Firefighter Paramedics, Paramedics or women members has occurred since the issuance of the Grand Jury Report to the present date. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: The recommendation has been implemented 52 Harassment of any kind, and for any reason, is not tolerated by this Department. This administration takes our obligation to provide a safe and supportive workplace, free from harassment of any kind very seriously, and has already demonstrated its commitment in the discipline and termination of members who have committed this infraction.

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R5b: 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. Responses Tania Bauer Commission Secretary San Francisco Fire Commission August 12, 2004 The Commission agrees with this recommendation, which has already been implemented. Joanne Hayes-White Chief of Department Fire Department August 23, 2004 See 5a. Paul Conroy President San Francisco Fire Commission July 15, 2005 Since the Commission’s response, the Commission has heard additional disciplinary matters concerning incidents predating the Grand Jury Report and has appropriately disciplined those members found guilty of harassment and an officer who did not take appropriate steps to stop the harassment. There are currently no complaints of harassment before the Commission. Neither the Fire Commission, nor individual Commissioners, have received any complaints that harassment of Firefighter Paramedics, Paramedics or women members has occurred since the issuance of the Grand Jury Report to the present date. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: The recommendation has been implemented 53 This administration is keenly sensitive to the issue of harassment, and continues to take its obligation to provide a safe and supportive workplace, free from harassment of any kind very seriously, and has already demonstrated its commitment in the discipline and termination of members who have committed this infraction. All members, regardless of rank, are held accountable.

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R5c: Hold Fire Department Leadership Accountable for Eliminating Harassment The Fire Commission should hold Department leadership accountable for eliminating harassment. Responses Tania Bauer Commission Secretary San Francisco Fire Commission August 12, 2004 The Commission agrees with this recommendation, which has already been implemented. Joanne Hayes-White Chief of Department Fire Department August 23, 2004 Harassment of any kind, and for any reason is not tolerated by this Department. This Administration has zero tolerance for harassment of any kind and is obligated to provide a safe and supportive workplace. The current Administration takes the obligation very seriously, and has already demonstrated its commitment in the discipline and termination of members who have committed this infraction. Any member who feels that he or she is being subjected to harassment or unfair treatment is obligated to speak up, loud and clear. Whoever the offender, whatever his or her rank, position or title, if a member of this Department is harassing another, that person can expect a swift and appropriate response from my office. Paul Conroy President San Francisco Fire Commission July 15, 2005 The Department leadership continues to be vigilant in eliminating harassment, as demonstrated above. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: The recommendation has been implemented 54 The Fire Commission is unwavering in holding Department leadership responsible for providing a safe and supportive work environment, free from harassment of any kind. The current administration welcomes the accountability required from this Fire Commission.

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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.

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R7a: 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. Responses Joanne Hayes-White Chief of Department Fire Department August 23, 2004 The Chief is working closely with the Civil Service Commission and employee groups to develop meaningful and measurable secondary criteria. Kate Favetti Executive Officer Civil Service Commission August 23, 2004 Agree. There is no legal reason to delay further. The examination for the Captain’s rank is ready to be administered. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: The recommendation will be implemented in the future or is in process The Department has worked in partnership with the employee groups to develop meaningful, measurable secondary criteria for promotional examinations and is working to assure that approved criteria will be in place after all legal issues are resolved and promotional exams are scheduled.

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R7b: 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. Responses Joanne Hayes-White Chief of Department Fire Department August 23, 2004 Chief Hayes-White works collaboratively with the Mayor’s Office on all Department related issues. Kate Favetti Executive Officer Civil Service Commission August 23, 2004 Examinations are ready to be administered. The Civil Service Commission is waiting for the Fire Chief to return to the Civil Service Commission with secondary criteria. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: Implementation is independent of the Department.

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R7c: 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. Responses Joanne Hayes-White Chief of Department Fire Department August 23, 2004 The Department continues to work with the Mayor’s Office in an effort to provide updates related to the development of a timeline for administration of promotional examinations. The Department is eager to hold promotional examinations for all ranks. The appointment of permanent officers is critical to improving accountability and the ability of the Department to move forward at a rapid pace. Serial litigation, lack of funding and protracted development of Civil Service certification rules have delayed the administration of promotional exams for a number of years. The Department is working diligently with the Department of Human Resources and employee groups to develop secondary criteria, and hopes to resolve this issue in the near future. When funding is allocated for promotional exams, the Department intends to administer them without unnecessary delay. It should be noted that the H-30 Captain’s Examination has been developed and will be the first promotional exam to be administered. Kate Favetti Executive Officer Civil Service Commission August 23, 2004 The Civil Service Commission has Charter authority to establish Rules to administer the merit system, including applications, examinations, eligible lists, and certification rules, specifically, the certification rules for promotions. In doing so, the Civil Service Commission takes into account the input from department heads, employee organizations, other interested persons and members of the public. Civil Service Commission Rules require for promotions in the Fire Department that qualified firefighters take a test that is job related and valid. Those who pass the test are placed on a list in 65 order of their scores and only reachable candidates (those in the grouping/band) are referred to the Fire Chief for consideration for selection. The Commission, in considering various certification rules for promotions in the Fire Department, took into account the more than 20 year history of litigation on San Francisco Fire Department examinations resulting in the Consent Decree. With the termination of the Consent Decree and the subsequent Stipulated Order in 1998, the Civil Service Commission adopted updated Rules applicable to the Uniformed Ranks. The challenge facing the Civil Service Commission was to establish a fair and defensible certification Rule for promotions that enables the Fire Chief to select the best-qualified candidates and ensures compliance with Federal, State and local anti-discrimination laws. Statistically valid grouping is a concept that has withstood court challenge in many instances and involves a statistical formula to determine that eligibles have comparable knowledge, skills and abilities and that the difference in their scores is not significant and are included in the “grouping” (the band). Those eligibles are referred to the Fire Chief for consideration for selection. The Fire Chief may only consider the scores in the band. Additional eligibles may only be considered when the top score is exhausted. The Civil Service Commission Rules also require the Fire Chief to develop secondary criteria that are job-related, based on experience, training and employment history, and NOT based on relationship, race, religion, national origin, ethnicity, age, disability, gender, gender identity, political affiliation, sexual orientation, ancestry, marital or domestic partnership status, parental status, color, medical condition, or otherwise prohibited nepotism, or favoritism. Certification Rules authorized by the Civil Service Commission are the Rule-of-Three-Scores, Rule-of-Three-or-More-Scores, Rule-of-List and Statistically Valid Grouping. The Rule-of-Three-Scores requires the Department of Human Resources to refer to the department, the names of eligibles with the three highest scores on the list of eligibles for the position available for appointment. When there are two (2) or more approved personnel requisitions on file, the number of scores certified is equal to the number of positions to be filled plus two scores. The Rule-of-Three-or-More-Scores Certification Rule requires the Department of Human Resources to refer the number of scores equal to the number of positions to be filled plus the number of scores in the certification rule applicable to the eligible list being certified minus one. Simply stated: If the certification rule is Rule-of-Seven-Scores, and there is one position to be filled, then the names of eligibles with the seven highest scores on the list of eligibles for the position available for appointment are referred to the department. If there are two positions to be filled, then the names of the eligibles with the eight highest scores on the list of eligibles for the position available for appointment are referred to the department. The Rule-of-the-List requires that ALL names on the eligible list that are available for appointment be referred to the department for consideration for selection. The Certification Rule, Statistically Valid Grouping (Sliding Band), requires that the names of the eligibles that are within a statistically valid grouping/sliding band of scores (“grouping”) be referred to the department for consideration for selection. The grouping is determined through the 66 standard error of the difference (SED) of the examination multiplied by a confidence factor of 1.96. Eligibles within the grouping are considered to be of comparable knowledge, skills and abilities with respect to the areas tested on the examination. If at any time, the highest score in the grouping is exhausted, the grouping will slide so that its upper limit rests on the highest score remaining on the list. Any additional eligibles whose scores fall within the new grouping shall be certified to available positions. The grouping will also slide if all eligibles at the highest score waive or fail to respond within the time limits provided in this Rule. The Certification Rule for entry level positions in the San Francisco Fire Department is Rule-of- the-List. The Certification Rule for promotions is the Statistically Valid Grouping. In making the decision to adopt the Statistically Valid Grouping, the Civil Service Commission considered input from the department, the recognized bargaining agent – Local 798, employee association representatives, and other interested parties, including experts in selection procedures. The Civil Service Commission also considered the history of litigation and the need to ensure compliance with Federal, State and local anti-discrimination laws. The adopted Rules for promotions in the San Francisco Fire Department, the Statistically Valid Grouping, and the secondary criteria are selection devices that identify those candidates with comparable knowledge, skills and abilities, ensures compliance with Federal, State and local anti- discrimination laws, and enables the Fire Chief to select from among the best-qualified candidates within the grouping. In matters related to the merit system, except for matters of inquiry, the Mayor is subject to San Francisco Charter Section 10.102 non-interference provisions, which state: “…Except for the purpose of inquiry, the Mayor shall deal with the administration of the civil service merit system solely through the Human Resources Director and the Civil Service Commission or their designees. The Mayor shall not dictate, suggest or interfere with the merit system activities of the Civil Service Commission or Human Resources Department. Administrative matters shall be dealt with only in the manner provided by this Charter, and any dictation, suggestion or interference herein prohibited shall constitute official misconduct; provided that nothing herein contained shall restrict the power of hearing and inquiry as provided in this Charter.” Gavin Newsom Mayor Office of the Mayor March 18,2005 The Fire Department is updating its examination components to reflect any recent changes in standard operating procedures. With regard to the method of selecting employees from promotive eligible lists, the Civil Service Commission is currently involved in legal proceedings and settelment discussions with Local 798 to determine a mutually agreed upon certification rule. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: Implementation is independent of the Department / in process. The Department has worked in partnership with the employee groups to develop meaningful, measurable secondary criteria for promotional examinations and is working to assure that approved criteria will be in place after all legal issues are resolved and promotional exams are scheduled. 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.

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R8a: 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. Responses Joanne Hayes-White Chief of Department Fire Department August 23, 2004 Agree. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: The recommendation has been implemented Early in 2004, this administration re-fashioned and developed new polices that allow the Department to effectively address this important issue. This administration has always been unequivocal that there will be no tolerance for substance use while on duty and all members will be held to that unwavering standard. Further, the Department has demonstrated its commitment in its willingness to exercise discipline for, and the termination of, members violating that rule. The Department is close to implementing a complete substance abuse screening policy including screening prior to hire, promotion, post accident, reasonable suspicion, and on a random basis.

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R8b: 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. Responses Joanne Hayes-White Chief of Department Fire Department August 23, 2004 The current MOU with IAFF Local 798 provides a provision for random drug testing. The testing program will begin in October of this year. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: The recommendation has been implemented This administration, in last year budget negotiations, secured random drug and alcohol testing for members of Firefighter’s Union Local 798. The Department and Local 798 are currently finalizing the scope and mechanism of testing, and random testing is anticipated to begin September 2005.

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R8c: 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. Responses Joanne Hayes-White Chief of Department Fire Department August 23, 2004 The Internal Services Bureau of the Department is the primary investigative authority for internal Department matters. This Administration has already displayed its willingness and resolve to take whatever action necessary and appropriate to address these internal issues, including the appointment of a fully cross-trained Firefighter / Paramedic to serve as the primary Investigative Officer. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: The recommendation has been implemented The Investigative Services Bureau (ISB) is the internal investigative unit of the Department. Members assigned to the ISB completed training in the identification of people under the influence of substances. The members of the ISB have authority to make unannounced visits to fire stations and conduct drug and alcohol tests. During these visits they have access to lockers used by members for storage of personal items.

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R8d: Implement a Strong and Clear Drug Policy The Department needs to implement a strong, clear, and effective drug policy. Responses Joanne Hayes-White Chief of Department Fire Department August 23, 2004 Agree. A stronger and clearer alcohol and drug policy has already been implemented. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: The recommendation has been implemented / in process. The Department is close to implementing a complete substance abuse screening policy including screening prior to hire, promotion, post accident, reasonable suspicion and on a random basis. This administration has been working closing with Local 798 to finalize the scope and mechanism of testing. The Random Drug Testing Policy is anticipated to be implemented in September 2005.

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R8e: 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. Responses Joanne Hayes-White Chief of Department Fire Department August 23, 2004 Agree. Outreach to Department members is a component of the new alcohol and drug policy. The Fire Department is an organization just like any other, and is comprised of individuals that face the same challenges as all other members of our community. While the Department has had to address substance abuse among a few of its members, it is unfair and misleading to impute the guilt of a few onto the 1,734 dedicated members who serve our community each and every day. When infractions do occur, the Department is committed to holding its members accountable. Each and every member of the Department took an oath when they accepted the responsibility of serving the City. Any infraction, particularly one that could jeopardize other members and the public we serve, is handled swiftly and decisively. The Department’s Administration has already taken significant steps in addressing this issue. New alcohol and substance abuse policies, including post-accident testing, are in place and being used. This is the first Administration to successfully negotiate random drug and alcohol testing as part of the MOU with the Firefighter’s Union Local 798. The Mayor, the Fire Commission and the Department all recognize and support that alcoholism and chemical dependency are considered disease processes and require the attention that a disease or illness demands. We are committed to supporting Department members in any way possible to reclaim their lives and independence from substance dependency. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: The recommendation has been implemented / in process. An important component of the Department’s new and renovated substance abuse polices is an outreach program designed to identify and find treatment programs for members with alcohol and substance abuse problems. Those members coming forth voluntarily will be provided with every resource available. In addition, the Department intends to provide a training module to raise awareness to its members of alcohol and substance abuse issues. General Responses Tania Bauer Commission Secretary San Francisco Fire Commission August 12, 2004

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📋August 30, 2005 — Board of Supervisors:

15 pages 1 findings 3 recommendations

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Findings & Recommendations 1 findings

F3: 4: Parents assume that DCSS and the court will handle their paperwork safely and with dispatch.

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Additional Recommendations 3

Not linked to specific findings.

R3a: Use 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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R3b: Parents 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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R3c: Reconcile 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

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📋August 30, 2005 — Board of Supervisors:

68 pages 4 findings 18 recommendations

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Findings & Recommendations 4 findings

F1: The San Francisco Unified School District Does Not Provide Safe Learning Environments for all of the County Community Schools

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F2: The San Francisco Unified School District Should Ensure That County Community Schools Per-Student Allotments Are Being Used for Intended Purposes

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F3: The San Francisco Unified School District Does Not Fulfill Its Promise of Excellence for All

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F4: The San Francisco Unified School District Needs to Provide Information on the Success of the County Community Schools

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Additional Recommendations 18

Not linked to specific findings.

R1: The Department has developed new flyers, posters and scripts designed to inform and convince obligors to participate in their cases. These written materials use 7th grade English to foster better communication and have been translated into Spanish. Listed below are the written materials currently in use by the EPIC Project that were developed specifically for the NCP that is in 7th grade English or Spanish that is less formal and therefore less intimidating.

R1a: Study the Availability of Other Suitable School Sites to Relocate the Phoenix Campus SFUSD owns properties that are not presently being used for city schools. The Board and Administration should study the availability of suitable sites for relocation of Phoenix. Responses Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 This recommendation requires further analysis. Within the next six months, SFUSD will analyze whether there are other available and appropriate sites for Phoenix High School. However, it should be noted that SFUSD attempted to relocate Phoenix High School to a new location on Evans Street during the 2002-2003 school year, and the students and staff from the school vigorously opposed the move before the Board. Therefore, the Board opted to retain the school’s location at 1950 Mission in recognition of the articulated wishes of Phoenix High School students and staff. In addition to going through SFUSD’s Program Placement Committee, any program or site change must comply with Board Resolution 46-8A10 (“Resolution to Increase Public Input in Program and School Placement”), which requires opportunities for community input into proposed site changes. Arlene Ackerman Superintendent of Schools San Francisco Unified School District June 30, 2005 In February 2005, the Director of County Community Schools re-evaluated whether an SFUSD facility located on Evans Street in San Francisco would be a suitable location to relocate Phoenix High School. The location was found to be unsuitable because the facility’s classrooms are located around a machine shop that is operated by a Junior College during the school day. The noise generated from the machine shop would be distracting and would interfere with classroom instruction. District staff also investigated whether it would be possible to relocate Phoenix High to one of the school sites that were closed during the school year to help address the District’s budget deficit. One of the main criteria for school closures was the underutilization of the school site due to low enrollment numbers. In order to fully utilize facility space and to satisfy legal obligations to the District’s charter schools under Proposition 39, these sites will house a combination of several District and/or charter schools. It is not feasible for Phoenix High to share space in this manner, because it would require the District to commingle students in comprehensive programs with students who have been expelled for a serious violation of District rules.11 11 In the context of Community Day Schools (which also serve students who have been expelled), the Education Code acknowledges the problem of commingling students in comprehensive schools with students who have been expelled. Cal. Educ. Code Section 48661(a). 155

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R1b: Relocate Immediately the Phoenix Campus SFUSD should move immediately to relocate the CCS Phoenix School campus. Responses Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 This recommendation requires further analysis, as described above. Arlene Ackerman Superintendent of Schools San Francisco Unified School District June 30, 2005 As noted above, the District determined that relocation of the Phoenix High School site is not currently feasible. However, the Director of County Community Schools has taken action to improve the physical quality of the facility located at 1950 Mission. The entire facility has been cleaned, reorganized and enhanced to increase the physical resources available to Phoenix High School students. The facility has been updated to include a computer lab with an LCD screen that is used for classroom instruction, online courses (such as Drivers Education) and Cooperative Vocational Education. The site also has a new library, and a multipurpose room that houses health and wellness information, as well as information about community resources for students, parents and guardians. This room is also used to house a social worker that works directly with students and also refers them to outside community resources. The room is used to hold girls counseling groups, and will be used as a recreational area with a ping pong table and other games for students. The site also includes space that is used for parent group meetings. The site includes offices for a secretary, counselors, and an office for a parent liaison assigned to county community schools. Two curriculum specialists will be hired for the 2005-2006 school year to support teachers in the county community schools, a Program Administrator to oversee English Language Learner programs in county schools, and an English Language Development teacher will be hired as well. As part of the reorganization, the Director distributed new textbooks that were located at this site to all county community schools, and created a textbook room to store extra copies of these resources. The external areas of the facility have been improved to provide a tented eating and gathering area, a basketball court and a volleyball court, and flower boxes have been added around classrooms. During the summer of 2005, the entire outdoor area of the school will be re-surfaced. The Director has also worked with San Francisco Police Department Captain Goldberg to arrange for officers to closely patrol the areas surrounding the schools, and the school has posted prominent signs that warn of enhanced penalties for drug activity within a school zone. 156

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R1c: The New Phoenix Campus Should Be Ready by the 2004-2005 school year. Ideally, a new Phoenix School campus would be ready for the 2004-2005 school year. Responses Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 This recommendation requires further analysis, as described above. Arlene Ackerman Superintendent of Schools San Francisco Unified School District June 30, 2005 As noted above, the District determined that relocation of the Phoenix High School site is not currently feasible. The physical improvements made to the Phoenix High School site are described above.

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R1d: Relocate the Community Youth Center From Polk Street A secondary priority is the relocation of the Community Youth Center's one- room school from its location on Polk Street, above a strip joint. Responses Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 This recommendation is in the process of implementation. CYC is currently in the process of negotiating a new lease for their site to be relocated to Van Ness and Sutter. Arlene Ackerman Superintendent of Schools San Francisco Unified School District June 30, 2005 The Community Youth Center one-room school that was located on Polk Street has been closed, and in the 2004-2005 school year students were relocated to a new site.

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R1e: Prepare to Replace All One-Room Schools in the County System The five-year plan should include preparations to replace all one-room schools in the county system. Responses Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 This recommendation is currently in the process of implementation. The District agrees that single site classes should be eliminated and is in the process of evaluating those sites for relocation. In addition to taking steps to move CYC to a new location, the Potrero Hill Neighborhood Center school site has been moved to the Principal’s Center Collaborative Campus. Arlene Ackerman Superintendent of Schools San Francisco Unified School District June 30, 2005 The District has closed all county community single room schools, and has consolidated these small schools into four main campuses that are able to provide more comprehensive support and resources. The single room schools that were closed include Community Youth Center, Potrero Hill Neighborhood Center, and Ella Hill Hutch. Under this new reorganization, each campus delivers comprehensive core curriculum with a strong academic focus. The four campuses are listed below: • Phoenix Campus: Provides core 9-12 curriculum, Special Day Class, Resource Specialist, English Language Learner support, and a middle school component. • Principal Center Collaborative: This collaboration between SFUSD and Juvenile Probation provides core 9-12 curriculum, Special Day Class, Resource Specialist, and English Language Learner support. The campus holds three programs including: Project Impact, Youth Treatment Education Court (education and youth substance abuse treatment), SF Girls and Boys Group Home (Bay High). The site also holds a new Youth Guidance Transition Center, which provides a transition program for students who are re-entering the District after being confined to the Youth Guidance Center for a short period of time. • Community Scholars of Success: Provides core 9-12 curriculum, Resource Specialist, English Language Learner support. • Sunshine Campus: Provides core 9-12 curriculum, Special Day Class (Hilltop), Resource Specialist, English Language Learner support. This site houses the Real Alternatives High School and the Hilltop School (for pregnant minors). The county programs have partnered with Pupil Services to develop an Intake Center located at the School of the Arts. This three week program offers assessment, counseling, school review, case management and enrollment options. This program was created to support appropriate academic placement, and to ease the student’s return to school after being referred to Pupil Services due to habitual truancy or behavioral issues. Students obtain 5 credits for successful completion of the Intake program. Next year, county teachers will receive more curricular support through the county’s newly developed instructional reform model. The model’s design has each site administrator assigned to a specific academic department. Each administrator, in conjunction with two new curriculum specialists, is responsible for conducting monthly meetings to align all county programs to standardized instruction. The curriculum will be mapped to core assessments that will be used to measure what students have learned, and to track teaching strategies employed by the teachers. All county teachers have obtained CLAD certification.

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R1f: Maintain a History of Grievances Against Each Deputy A history of grievances against a deputy should be maintained and forwarded when the deputy moves to another facility. Response Michael Hennessey Sheriff Office of the Sheriff July 28, 2005 We disagree with this recommendation because it is violative of City procedures and state law regarding employee discipline.

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R1g: 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 Responses 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 Sheriff’s Department Grievances: A Solution, 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 Sheriff’s Department were present at the hearing. The Sheriff’s Department agreed with most of the findings and recommendations. The matter was continued until Thursday, October 21, 2004 to hear a progress report from the Sheriff’s Department. Adele Destro Assistant Clerk of the Board Board of Supervisors October 26, 2004 The following is a progress report to the 2003-2004 Civil Grand Jury Report, San Francisco Sheriff’s Department Grievances: A Solution, in accordance with Penal Code Section 933 and Administrative Code Section 2.10. The Board of Supervisors’ City Services Committee continued the hearing on Thursday, October 21, 2004 to hear a progress report from the Sheriffs Department. The Department reported it is modeling a policy similar to Alameda County in order to track grievances, responses and corrective action taken. It will modify the grievance form and procedures, which will simplify the process for both the inmates and staff. What remains unresolved is the accessibility of a locked box where inmates drop off grievances. The Department is exploring alternatives to provide inmates confidential submission of grievances and the assurance of directing grievances to the appropriate individual(s). Target date for the completion of a revised policy and procedure is December 31, 2004. The Committee was satisfied with the progress report and the matter was filed. Adele Destro Assistant Clerk of the Board Board of Supervisors June 29, 2005 The Board of Supervisors’ City Services Committee continued the hearing on Thursday, October 21, 2004 to hear a progress report from the Sheriffs Department. The Department reported it is modeling a policy similar to Alameda County in order to track grievances, responses and corrective action taken. It will modify the grievance form and procedures, which will simplify the process for both the inmates and staff. What remains unresolved is the accessibility of a locked box where inmates drop off grievances. The Department is exploring alternatives to provide inmates confidential submission of grievances and the assurance of directing grievances to the 179 appropriate individual(s). Target date for the completion of a revised policy and procedure is December 31, 2004. The Committee was satisfied with the progress report and the matter was filed. TERMS Grievance- a complaint made by an inmate against an employee of the Sheriffs Department. Grievant- an inmate who makes a complaint. Ombudsman -a person employed by an institution to investigate complaints against that institution. Civil Grand Jury Recommendations Sheriff and Department Reponses The Department should review and amend, if 1a needed, the current "Policy and Procedure" Implemented manual. The Department should purchase/develop 1b In Process software to automate the grievance procedure. The Department should assign a full-time employee to input data. A senior officer should be 1c Disagree assigned to oversee the program and provide periodic reports to designated senior staff. Every grievant should receive a written response 1d to a complaint within ten (10) days of the date of Disagree filing. Grievance forms should be placed by the inmate 1e Disagree in a locked box or other secure location. A history of grievances against a deputy should 1f be maintained and forwarded when the deputy Disagree moves to another facility. 1g The grievance form should be simplified. Implemented 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. This page intentionally left blank. CHAPTER 6 INCARCERATION AND BEYOND: WHERE DO WE GO FROM HERE?

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R2a: Make Budgets Available for Authorized Agencies SFUSD should make its budget readily available for inspection by authorized agencies, in particular, the Civil Grand Jury. Responses Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 The Grand Jury Report acknowledges that the Civil Grand Jury has obtained budget print outs for SFUSD. With regard to other agencies, SFUSD will implement this recommendation through its compliance with the applicable provisions of the Public Records Act, California Government Code Section 6250 et seq. Arlene Ackerman Superintendent of Schools San Francisco Unified School District June 30, 2005 SFUSD continues to comply with the provisions of the Public Records Act, California Government Code Section 6250 et seq.

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R2b: Present Clear Budget Information Budget information should be presented clearly, if possible, with explanatory summaries. Responses Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 SFUSD will implement this recommendation to the extent that it is consistent with the applicable provisions of the Public Records Act, California Government Code Section 6250 et seq. Arlene Ackerman Superintendent of Schools San Francisco Unified School District June 30, 2005 SFUSD continues to comply with the provisions of the Public Records Act, California Government Code Section 6250 et seq.

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R2c: Keep Separate Budgets for the Two School Systems To insure the equitable distribution of funds and to avoid co-mingling of assets, two separate budgets should be kept for the separate school systems of city and county. Responses Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 This recommendation is unnecessary because the District current budget system separately tracks county community funds. The District’s financial accounting is maintained in accordance with the Standardized Account Code Structure (SACS) as required by California Education Code. As such, the District tracks all revenue, budgets, and expenditures by fund, resource, goal, function, object and organization code. In this structure, County funds are designated as Fund 05. Furthermore, County / Community Schools, Log Cabin, Woodside Learning Center, and the Hilltop Program have separate organization codes that allow for tracking of budgets and expenditures within each organization code. Arlene Ackerman Superintendent of Schools San Francisco Unified School District June 30, 2005 As noted in the original response, this recommendation is unnecessary because the District current budget system separately tracks county community funds.

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R3a: Replace County Community Schools with Community Day Schools Replace the minimum-service County Community Schools with the more challenging Community Day Schools. Responses Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 This recommendation requires further analysis over the next six months to determine whether the development of more Community Day Schools would be appropriate and effective within the District. However, the District has already increased the school day for county community students, and has increased support to these students, as described above in section 3.1. It is unclear whether the Community Day School system is the most effective way to provide increased service to county community students. Arlene Ackerman Superintendent of Schools San Francisco Unified School District June 30, 2005 The Director of County Community Schools and three of the CCS site administrators attended a conference in Sacramento to learn more about Community Day Schools. In May 2005, the CCS Director and the four CCS administrators made a presentation to the SFUSD Board of Education Curriculum Committee regarding the programs and services provided by county community schools. Among the topics discussed was the possibility of developing Community Day Schools in the District. Daniel Sackheim, the Community Day Schools consultant for the California Department of Education, made a presentation on this topic and distributed detailed information about the benefits and requirements associated with Community Day Schools. CCS staff determined that developing Community Day Schools was not necessary, because the District has already taken action to provide many of the enhanced resources available through Community Day Schools. For example, the District has extended the instructional minutes provided in CCS, has provided a low pupil-teacher ratio, school counselors, individualized instruction, and specified services for youth on probation. The District has also provided enhanced support and resources such as a social worker, parent liaison, and attendance liaison. Additionally, the District is planning to hire two curriculum specialists, a Program Administrator to oversee English Language Learner programs in county schools and an English Language Development teacher for the 2005-2006 school year. Finally, the District already receives enhanced per-student apportionments for students on probation, many of whom are in county community schools.

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R3b: Use All Available Funding to Upgrade to Community Day Schools Use all available funding for county schools by upgrading and making the necessary commitment to Community Day Schools. Responses Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 This recommendation requires further analysis over the next six months to determine whether the development of more Community Day Schools would be appropriate and effective within the District. However, the District has already increased the school day for county community students, and has increased support to these students, as described above in section 3.1. It is unclear whether the Community Day School system is the most effective way to provide increased service to county community students. Arlene Ackerman Superintendent of Schools San Francisco Unified School District June 30, 2005 See update to 3a, above.

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R4a: Add Information About County Community Schools to the School District’s Website Add comprehensive information about CCS to the SFUSD website and printed materials. Responses Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 This recommendation requires further analysis over the next six months. The District will consider creating a website for County Community schools that will contain more information about these schools. Arlene Ackerman Superintendent of Schools San Francisco Unified School District June 30, 2005 In January 2004, the District created an area on the SFUSD website that specifically provides information about county community schools, and this website was publicized on KALW FM radio 91.7, in the program entitled “Looking at Education.” This website can be found at: http://portal.sfusd.edu/template/default.cfm?page=school_info.county.

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R4b: Develop a Five-Year Plan for County Schools and to Consider Upgrading to Community Day Schools Devise a separate five-year plan for county schools-with special consideration to upgrading to Community Day Schools--and publicize it. Responses Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 The District will not create a separate educational plan for county community schools because Excellence for All applies to county community students. Arlene Ackerman Superintendent of Schools San Francisco Unified School District June 30, 2005 As noted in the original response, the District will not create a separate educational plan for county community schools because Excellence for All applies to county community students.

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R4c: Educate District Personnel About County Community Schools Educate district personnel about County Community Schools and familiarize them with descriptive publications and websites. Responses Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 The District already provides opportunities for comprehensive and county community school educators to exchange information about their programs, as suggested by this recommendation. County community administrators meet twice a month with comprehensive school principals, and may exchange information about their programs in these meetings. Additionally, county community and comprehensive school assistant principals also meet regularly. Arlene Ackerman Superintendent of Schools San Francisco Unified School District June 30, 2005 As noted in the original response, the District already provides opportunities for comprehensive and county community school educators to exchange information about their programs. Teachers and staff now have the additional resource of the SFUSD website that includes new detailed information about county community schools.

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R4d: 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. Responses Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 The District recognizes the achievements and success of all of its county community and comprehensive school teachers and administrators. These teachers and administrators are all recognized as District staff, and are not treated as separate from each other. All celebrations, meetings, parties, and learning institutes are attended by both county community and comprehensive school teachers and/or administrators. The District administration overseeing county community schools will ensure that county community schools have the resources and support that they need. Arlene Ackerman Superintendent of Schools San Francisco Unified School District June 30, 2005 As noted in the original response, the District recognizes the achievements and success of all of its county community and comprehensive school teachers and administrators. These teachers and administrators are all recognized as District staff, and are not treated as separate from each other. General Responses Gavin Newsom Mayor Office of the Mayor August 30, 2004 I am pleased to present my response to the 2003-2004 Civil Grand Jury report on County Community Schools in the San Francisco Unified School District. This letter should underscore my continued commitment to work with the San Francisco Unified School District to provide the most productive learning environment for the students of County Community Schools. In April 2004, I was proud to appoint Cedric Yap to be the Mayor’s Advisor on Education. Mr. Yap has been integral in facilitating and maintaining a good relationship between the City and the School District. Mr. Yap will help the Mayor’s Office work with the School District to conduct the necessary analysis of the Civil Grand Jury’s recommendations and swiftly implement any change. As Mayor, I am dedicated to providing an “excellence for all” education for every San Francisco student. In March 2004, I supported Proposition H, which will provide $60 million for San Francisco schools. Additionally, this year the City has invested $11 million in schools, which represents the largest City investment in years. My focus has always been on those students most at risk. The Mayor’s Office has been dedicated to creating an effective combination of city departments and community based agencies targeted at specific school sites. The City contracts with community based organizations to work with students who attend county schools. For instance, Impact Community High School serves 25 county students who are involved in the juvenile justice system and have mental health needs. The City funds the Performing Arts Workshop to provide an arts curriculum that will keep students developing their talents at school. The Family Service Agency, another city-funded community based organization, provides mental health services to students and families as part of the extended school day. Additionally, in conjunction with my workforce development initiative, part of the City’s investment in the School District this year has been allocated to increase alternative career pathways for students who are not focused on higher education for various reasons. This effort should have a positive impact on a number of the students attending county community schools. The Mayor’s Office continues to seek out partnerships that make a real difference in the lives of young people, particularly those with special needs. I remain fully committed to supporting School District policies and procedures that will produce a more accountable and effective county schools system. 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 commend their commitment to improving the effectiveness of City government. 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. 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, County Community Schools: Poor Stepchildren of the San Francisco Unified School District. The Board of Supervisors’ City Services Committee held a hearing on Thursday, October 21, 2004 on the Civil Grand Jury Report. The San Francisco Unified School District representatives discussed new programs and changes implemented since July 2004, which include addition of information on County Community Schools on its web site and an intake center to evaluate students to properly place them in the right school. Public comment was heard and the matter was filed. 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, October 21, 2004. The San Francisco Unified School District representatives discussed new programs and changes implemented since July 2004, which include addition of information on County Community Schools on its web site and an intake center to evaluate students to properly place them in the right school. Public comment was heard and the matter was filed. TERMS SFUSD -San Francisco Unified School District CCS -County Community Schools (County's current program) CDS -Community Day Schools (proposed upgraded program for county schools) CGJ- Civil Grand Jury wrap-around services -Provided by community-based health and social service agencies to c ontinue and/or enhance SFUSD's services. Civil Grand Jury Recommendations Superintendent of Board of Education and Department Reponses Schools SFUSD owns properties that are not presently being used for city schools. The Board and Administration should 1a Not Currently Feasible study the availability of suitable sites for relocation of Phoenix. SFUSD should move immediately to relocate the CCS 1b Not Currently Feasible Phoenix School campus. Ideally, a new Phoenix School campus would be ready for 1c Not Currently Feasible the 2004- 2005 school year. A secondary priority is the relocation of the Community 1d Youth Center's one- room school from its location on Polk Implemented Street, above a strip joint. The five-year plan should include preparations to replace 1e Implemented all one-room schools in the county system. SFUSD should make its budget readily available for SFUSD will comply w/ 2a inspection by authorized agencies, in particular, the Civil CA Public Records Act Grand Jury. Budget information should be presented clearly, if possible, SFUSD will comply w/ 2b with explanatory summaries. CA Public Records Act To insure the equitable distribution of funds and to avoid 2c co-mingling of assets, two separate budgets should be Disagree, Unnecessary kept for the separate school systems of city and county. CCS staff determined that Replace the minimum-service County Community Schools 3a developing Community Day Schools with the more challenging Community Day Schools. was not necessary Use all available funding for county schools by upgrading CCS staff determined that 3b and making the necessary commitment to Community Day developing Community Day Schools Schools. was not necessary Add comprehensive information about CCS to the SFUSD 4a Implemented website and printed materials. Devise a separate five-year plan for county schools-with 4b special consideration to upgrading to Community Day Disagree Schools--and publicize it. Educate district personnel about County Community District already provides opportunities 4c Schools and familiarize them with descriptive publications for educators to exchange information and websites. about their programs. Celebrate the dedication and hard work of administrators, teachers and students in the county system. Give them the District recognizes the achievements 4d supplies they desperately need. "Nothing succeeds like and success of its staff. success," but even the most dedicated laborers will burn out if their efforts are not recognized. 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 5 THE SAN FRANCISCO SHERIFF’S DEPARTMENT GRIEVANCES: A SOLUTION

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July 25, 2005 — Status of the Recommendations by the Civil Grand Jury

26 pages 7 recommendations

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Additional Recommendations 7

Not linked to specific findings.

R1: The Juvenile Probation Department (JPD) must develop and enforce he Board of Supervisors held hearings on the Civil Grand Jury Reports: A New Chief of the The Board of Supervisors' Government Audit and Oversight Committee conducted a public hearing on July 25, 2005, to discuss the 2004-05 soard of Will Not Be Juvenile Probation olicies and procedures that support the goal of reducing the population

R2: The Human Rights Commission has revised its forms to include requirements that City contractors make good faith efforts to hire economically disadvantaged individuals. Those forms are in the process of being implemented and will not include any preferential treatment based on race, sex, color, ethnicity or national origin. The HRC will be further revising its rules, policies, publications and practices if and when the Local Business Enterprise and Non-Discrimination in Contracting Ordinance becomes law. Like the Ordinance they implement, these revisions will not include any preferential treatment based on race, sex, color, ethnicity or national origin. 2004-05 City Contracting and The City should immediately eliminate explicit or implicit preference Recommendation Implemented July 25, 2005. The Mayor's Office continues to work closely with the Human Rights Commission, City Recommendation Mayor firmative Action based on race, sex, color, ethnicity or national origin from City mplemented Attorney, Controller, and the Board of Supervisors to ensure that City contracting procedures comply with state law. This includes contracting rules, publications, policies and practices. development of a permanent Disadvantaged Business Enterprise ordinance, as well as review of other contracting procedures. 2004-05 . The City should negotiate with the Police Officers Association for The Board of Supervisors' Government Audits Committee conducted a public hearing June 27, 2005 to discuss the findings and he Board of Supervisors held hearings on the Civil Grand Jury Reports: Compensation Board of Will Not Be ssues in the San mination of Over Time (OT)/Compensatory Time (CT) benefits for top recommendations of the Civil Grand Jury and the Police Department's response to the Report. Police Chief Heather Fong and Philip mplemented: Not City Services and Rules Committees (2003-2004) and Government Audit Supervisors managerial staff and consider less costly alternatives such as limited Ginsburg, Director, Department of Human Resources presented at the hearings. The item was continued to the call of the chair so that and Oversight Committee (2004-2005 and 2005-02006). Francisco Police Warranted or Not administrative leave as provided by other jurisdictions and City any members of the Civil Grand Jury or members of the Committee may check in and see how various findings and recommendations teasonable Department The Board supports the recommendation of the Civil Grand Jury, but does that have been concurred to with the Police Department are being implemented over time. Pursuant to Board rules, the item was filed denartments in January 2006. not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. . The City should negotiate with the Police Officers Association for As stated in DHR's 5/26/05 audit response, DHR concurs with this 2004-05 Compensation Department of The department elected not to respond. Requires Further limination of Over Time (OT)/Compensatory Time (CT) benefits for top ecommendation, which may be addressed through current MOU ssues in the San Human Analysis Francisco Police managerial staff and consider less costly alternatives such as limited Resources negotiations. An update can be provided when negotiations have administrative leave as provided by other jurisdictions and City concluded so as not to violate confidentiality requirements. epartment departments 2004-05 . The City should negotiate with the Police Officers Association for Will Not Be The Mayor's Office supports the responses contained in the Department of Human Resources and Police Department status reports. Does not pertain to the Mayor's Office. Compensation Mayor ssues in the San imination of Over Time (OT)/Compensatory Time (CT) benefits for top molemented: Not nanagerial staff and consider less costly alternatives such as limited Warranted or Not rancisco Police administrative leave as provided by other jurisdictions and City Department Reasonable departments. (1) "--" Department did not respond with one of the four required actions. **** Response not required: Recommendation has been implemented or abandoned. Status of the Recommendations by the Civil Grand Jury 2004-05 Response CGJ Year Report Title 2006 Response (1) 2007 Response (1) Recommendation Required 2006 Response Text 2007 Response Text The City should negotiate with the Police Officers Association for This item may be addressed in the NEW Memorandum of Understanding amongst the City and County of San Francisco, The Police his recommendation has not yet been implemented. Currently, the City is 2004-05 Compensation Vill Be Implemented Will Be Implemented negotiating the MOU with the Police Officers' Association. The Police ssues in the San imination of Over Time (OT)/Compensatory Time (CT) benefits for top n the Future commission, the Chief of Police, and the San Francisco Police Officers' Association scheduled for July I' 2007 -June 30, 2011. n the Future nanagerial staff and consider less costly alternatives such as limited Department has taken seriously the recommendations of the Civil Grand Francisco Police Department administrative leave as provided by other jurisdictions and City Jury in its preparations for negotiations. Proposals presented at this point in the negotiations are confidential. Implementation of this departments recommendation, if presented and adopted could not occur until July 1,

R3: The City should negotiate to pay CT balances prior to the effective As stated in DHR's 5/26/05 audit response, DHR concurs with this Compensation Department of The department elected not to respond. Requires Further sues in the San date of promotions to limit the inflationary effect of carrying CT balances ecommendation, which may be addressed through current MOU Human Analysis negotiations. An update can be provided when negotiations have Francisco Police for long periods of time. Resources concluded so as not to violate confidentiality requirements. Department

R4: The Community Assessment Referral Center (CARC) should be open SFPD Will Not Be his is not a Police issue. CARC guidelines for operation fall under the Mayor's Office of Criminal Justice. Juvenile Probation 24 hours per day, 7 days per week and staffed by POs. This will Implemented: Not accomplish the original intention for it to be the single screening point of Department: An Warranted or Not Opportunity for entry into the juvenile justice system. Reasonable Reform 2004-05 A New Chief of the 5. CARC should be moved closer to the Youth Guidance Center (YGC) The Board of Supervisors held hearings on the Civil Grand Jury Reports: Board of The Board of Supervisors' Government Audit and Oversight Committee conducted a public hearing on July 25, 2005, to discuss the Will Not Be Juvenile Probation to facilitate activities with YGC and to make transportation of arrested

R5: Given that rank and file officers will have had four years to reduce Compensation Department of The department elected not to respond. Recommendation heir CT balances to 480 hours by the end of the current MOU, the City MOU, which states; employees with more than 480 hours of CT off as of Issues in the San Human mplemented Francisco Police should negotiate for the next MOU, some penalty for continuing to Resources 7/1/03 may not accrue additional CT off until and unless their CT off naintain a CT balance greater than 480 hours, such as forfeiture of Department balances fall below 480 hours. hours above 480. 2004-05 Compensation i. Given that rank and file officers will have had four years to reduce The Mayor's Office supports the responses contained in the Department of Human Resources and Police Department status reports. Will Not Be Does not pertain to the Mayor's Office. Mayor eir CT balances to 480 hours by the end of the current MOU, the City ssues in the San mplemented: Not Francisco Police should negotiate for the next MOU, some penalty for continuing to Warranted or Not maintain a CT balance greater than 480 hours, such as forfeiture of Department Reasonable hours above 480 (1) "--" Department did not respond with one of the four required actions. **** Response not required: Recommendation has been implemented or abandoned. Status of the Recommendations by the Civil Grand Jury 2004-05 Response CGJ Year 2007 Response (1) Report Title Recommendation Required 2006 Response (1) 2006 Response Text 2007 Response Text This item may be addressed in the NEW Memorandum of Understanding amongst the City and County of San Francisco, The Police his recommendation has not yet been implemented. Currently, the City is . Given that rank and file officers will have had four years to reduce 2004-05 Compensation Vill Be Implemented Will Be Implemented negotiating the MOU with the Police Officers' Association. The Police ssues in the San heir CT balances to 480 hours by the end of the current MOU, the City n the Future Commission, the Chief of Police, and the San Francisco Police Officers' Association scheduled for July 1, 2007-June 30,2011. n the Future should negotiate for the next MOU, some penalty for continuing to Department has taken seriously the recommendations of the Civil Grand Francisco Police naintain a CT balance greater than 480 hours, such as forfeiture of Jury in its preparations for negotiations. Proposals presented at this point Department in the negotiations are confidential. Implementation of this hours above 480 recommendation, if presented and adopted could not occur until July 1,

R6: The SFPD must manage their vehicle fleet in accordance with Will Not Be The Mayor's Office supports the responses contained in the Department of Human Resources and Police Department status reports. Does not pertain to the Mayor's Office. Compensation Mayor ssues in the San Administrative Code 4.11 as well as optimize the use of this valuable mplemented: Not Francisco Police Warranted or Not resource for police protection. Reasonable Department

R9: The Ethics Commission should recommend a Charter Amendment to Board of The Board of Supervisors' Government Audit and Oversight Committee conducted a public hearing on September 12, 2005, to discuss Will Not Be The Board of Supervisors held hearings on the Civil Grand Jury Reports: Difference Between the voters that would remove an exemption for grants from Charter Supervisors the findings and recommendations of the Civil Grand Jury and the responses of the Controller's Office, City Attorney's Office, and Ethics | Implemented: Not City Services and Rules Committees (2003-2004) and Government Audit a Contract and a Section 3.2220 regarding conflict of interest of public employees and Commission to the report. Ed Harrington, Controller, and Robert Bryan, Deputy City Attorney, presented at the hearing. The Warranted or Not and Oversight Committee (2004-2005 and 2005-02006). Controller's Office and the City Attorney's Office will work on this matter. The Committee filed this item. Grant? officials Reasonable The Board supports the recommendation of the Civil Grand Jury, but does not have the operational authority to implement the recommendations. Therefore, pursuant to California Penal Code Sections 933.005(a) and (b), the Board will not be implementing the recommendation. 2004-05 The Ethics Commission should recommend a Charter Amendment to City Attorney This recommendation is not directed to the City Attorney's Office. The correct citation, however, is Campaign and Government Conduct Recommendation This recommendation is not directed to the City Attorney's Office. The What is the Difference Between the voters that would remove an exemption for grants from Charter Code Section 3.222. This is a question of policy directed to the Board of Supervisors and the Ethics Commission. The Code may be City Attorney's Office already has responded to all recommendations that Implemented a Contract and a Section 3.2220 regarding conflict of interest of public employees and amended by a 2/3 vote of the Board and approved by a 4/5 vote of the Ethics Commission. pertain to its functions. Grant? officials 2004-05 The Ethics Commission should recommend a Charter Amendment to Controller's Office Will Not Be Recommendation not addressed to the controller. What is the N/A the voters that would remove an exemption for grants from Charter Implemented: Not Difference Between a Contract and a Section 3.2220 regarding conflict of interest of public employees and Warranted or Not Grant? officials Reasonable (1) "--" Department did not respond with one of the four required actions "**" Response not required: Recommendation has been implemented or abandoned. Status of the Recommendations by the Civil Grand Jury 2004-05 Response CGJ Year Report Title Required 2006 Response (1) 2007 Response (1) Recommendation 2006 Response Text 2007 Response Text . The Ethics Commission should recommend a Charter Amendment to Ethics 2004-05 What is the he Commission does not know whether this recommendation is Vill Be Implemented In the Commission's July 2005 response, the Commission stated the following: Will Not Be Difference Between the voters that would remove an exemption for grants from Charter Commission in the Future, Implemented: Not warranted and the task of determining whether to make such a The Ethics Commission believes that the Civil Grand Jury meant to address section 3.222 of the San Francisco Campaign and a Contract and a Section 3.2220 regarding conflict of interest of public employees and Requires Further Warranted or Not recommendation is currently beyond the scope of the Commission's Governmental Conduct Code ("S.F. C&GC Code"), which prohibits members of boards and commissions from contracting with the City Grant? Analysis, Will Not Be officials Reasonable resources. and County of San Francisco, the San Francisco Redevelopment Agency, the San Francisco Housing Authority, the San Francisco Implemented: Not Unified School District or the San Francisco Community College District, where the amount of the contract or subcontract exceeds Warranted or Not $10,000. Under subsection (a)(4), a contract is "any agreement to which the City and County is a party, other than a grant funded in Reasonable whole or in part by the City and County or an agreement for employment with the City and County in exchange for salary and benefits." By prohibiting members of boards and commissions of the City and County from contracting with the City and County, the ordinance sought to eliminate both actual and perceived favoritism and preferential treatment in contracting. However, the ordinance also sought to ensure that no unnecessary barriers to public service were created by its enactment. See S.F. C&GC Code § 3.200(d) (formerly § 3.200(a)). Thus, the exception of "grant" in the definition of "contracts" was made after a balancing of the interest of eliminating preferential treatment and the need to get qualified persons to serve on boards and commissions took place. The Civil Grand Jury has recommended that the Controller's Office and the City Attorney's Office conduct an analysis of grants made from City resources to determine if there is - or ought to be - any legal or functional distinction between contracts and grants. The Grand Jury has also recommended that if there is a meaningful or functional distinction between contracts and grants, the Board of Supervisors should pass legislation to define "grants" and provide for procedures for the application and award process for grants to ensure the most efficient use of public funds. The Ethics Commission supports the Grand Jury's recommendations and will recommend the removal of the exemption of grants from section 3.222 if this change to the law would address actual or perceived favoritism or preferential treatment in the award of grants and at the same time, ensure that qualified persons are available to serve on the City's boards and commissions. Pending the receipt of recommendations from the other appropriate departments, the Commission will consider legislation to remove the exemption of grants from section 3.222 if this change to the law will address actual or perceived favoritism or preferential treatment in the award of grants and, at the same time, ensure that qualified persons are available to serve on the City's boards and commissions. (1) "--" Department did not respond with one of the four required actions. **** Response not required: Recommendation has been implemented or abandoned.

📋July 14, 2005 — that the new classes of paramedics and EMTs established by the Reconfiguration will be uniformed members of the

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F1: The Municipal Railway Will Not Meet On-Time Performance and Service Delivery Goals

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F2: Muni’s Light-Duty and Battery Pay Plans, and Workers’ Compensation Benefits Are Being Abused

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F3: The Municipal Railway Needs to Improve Its Training and Safety Programs

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Additional Recommendations 11

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R1a: Prepare Detailed Plans to Meet Performance Goals MUNI management should prepare detailed plans to attain the on-time performance of 85% and service delivery of 98.5% mandated by Proposition E. Response Cleopatra Vaughns Chair Board of Directors Municipal Transportation Agency Michael T. Burns Executive Director of Transportation Municipal Transportation Agency August 25, 2004 Implemented. The on time performance goal of 85% is not being met, however, Muni has made significant progress in this area. On time performance has gone from 48% in 1999 to 71.5% today. Steps are being taken to improve on-time performance, including: • New technology initiatives (e.g. Nextbus) • Street Management initiatives • Further Muni/DPT coordination efforts • Schedule review to determine feasibility of current schedules For the quarter ending March 31, 2004, service delivery (employee and vehicle availability) was at 98.13%, which is .37 of 1% less than the mandated goal of 98.5%. The missing .37 of 1 percent represents 4 missed runs out of 1254 runs per weekday 843 and 788 runs on Saturday and Sunday. New technology initiatives should make this goal achievable. While an on-time performance of 85% may not be achievable, it should be noted that an independent audit concluded that Muni is making excellent progress toward the achievement of Proposition E goals. Reference: FY2003 Third Quarter Service Standards and Proposition E Municipal Transportation Quality Review Final Report Cleopatra Vaughns Chair Board of Directors Municipal Transportation Agency Michael T. Burns Executive Director of Transportation Municipal Transportation Agency June 30, 2005 During Fiscal Year 2005 MUNI’s System Wide Schedule Adherence or On Time Performance (OTP) continued in the 70% range, which is short of the Proposition E required goal of 85%. For the first three quarters of FY 05 OTP was 70.9%, 72.8% and 69.6% respectively. In FY 05 MUNI’s efforts to improve OTP were significantly limited by budget constraints. MUNI Management remains committed to improving On Time Performance. Efforts currently underway to accomplish this are: 1) Developing and publishing new schedules which better match the budgeted number of operators with the number of runs being scheduled; 2) Increasing the utilization of GPS Technology to better monitor, control and coordinate service on the street and in the subway; 3) Filling street supervisory vacancies; and 4) Continue cooperative efforts between Management, Supervisors and Union Officials.

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R1b: Adopt Proactive and Highly Visible Leadership Roles The Executive Director of MTA, the General Manager of MUNI, and other senior management personnel should adopt proactive and highly visible leadership roles, establish accountability at all levels of management, ensure that all policies are enforced, and inform all employees of policies and the consequences of failing to adhere to them. In order to enhance morale and job satisfaction, the administration should encourage open communication between workers and management. Response Cleopatra Vaughns Chair Board of Directors Municipal Transportation Agency Michael T. Burns Executive Director of Transportation Municipal Transportation Agency August 25, 2004 Implemented. Below are examples of how this has already been implemented: • Yearly employee surveys • Annual establishment of MTA-wide and division goals for senior managers • Monthly letters from the Executive Director attached to each employees paycheck encouraging open communication. • Posters placed at all work locations about MTA-wide goals, Muni’s Mission, Vision and Values Statement and congratulating employees on strong rider survey results. • Monthly, Quarterly and Annual Employee Recognition Program at all operating divisions • Monthly Special Recognition Award Program at MTA Board meetings • Annual Safe Driver Award Program • Executive Director and GM regularly visit all divisions (most recently to discuss the current FY budget) • Establishment of an “intraweb” for the dissemination of information to employees. • Provide a wide variety of training programs including: new operator training, accident retraining, refresher courses, passenger relations and conflict training, Violence in the Workplace, Maintenance Training (including new revenue vehicle training), Ambassador Training, Supervisory Skills Training, Management Skills Training, Theories of Discrimination and the ADA, Preventing and Responding to Workplace Harassment, Preventing Violence in the Transit Workplace, Valuing and Managing Workplace Diversity, Rapport Building, Prohibited Employment Practices Under the Immigration Reform Control Act of 1986, Equal Employment Opportunity Programs After Prop 209 and New Employee Orientation to MUNI's EEO Programs and Services. • Annual Retiree lunch • Personal Bereavement letters sent to the family of employees who have passed. • Bulletins issued to Muni Operations Professionals to inform them about safety regulations, “sign-ups”, special event route changes and compliance with traffic laws. • Biannual MTA Senior Management meetings to discuss plans to achieve MTA-wide goals; provide status updates on significant initiatives and projects; engage in team building exercises; and discuss how to improve communication within the organization. In 2000 and 2001, Muni partnered with TWU, Local 250-A in hosting a Muni-wide “Family Day and Health Fair”. Muni also published monthly newsletters for all employees that highlighted internal activities and accomplishments. Due to budgetary constraints, these activities have been temporarily halted. Over the past four years, Muni has been involved in a cultural change initiative designed to improve customer service, enhance communications, improve labor-management relations, and 99 strengthen the overall quality and character of management throughout the organization. A key element of this initiative was the crafting and distribution of a new Mission Statement in 2002. This Mission Statement represents the collective input of over 1,500 employees who directly participated in a series of 23 “interactive” workshops around the organization, and reflects a broad consensus of employee ideas and opinions about Muni’s’ mission, vision and values. This “mission” initiative continues today and is coordinated by a joint union-management committee - the Mission Action Center (MAC). MAC’s primary goal is to develop, promote, and coordinate implementation of programs that encourage a common understanding of Muni’s mission, and to ensure the daily practice of the values embodied in the Mission Statement. MAC looks for ways to empower employees in living our mission daily, and works directly with division managers, unions and employees in identifying current practices inconsistent with “living-the-mission,” and uses collaborative efforts to find solutions to these roadblocks. The General Manager, along with the Assistant General Managers for Human Resources and Transportation and the Division Superintendents formally meet once a month with the Executive Officers of Local 250A and Chairperson of all seven of MUNI's operating divisions. The meetings usually last two to three hours. They are not grievance handling meetings but cover topics of concern to any participant. Issues such as operator comfort, uniforms, operator performance, safety, system performance and others are routinely discussed. These meetings have consistently occurred for the past 18 months. The General Manager holds a monthly Communication Meeting with 40 to 60 mid level managers. The expressed purpose of these meetings is networking among various departments in MUNI operations. Guest speakers are usually featured and have ranged from the FTA Administrator, to Southwest Airlines Customer Service Representatives. An ongoing emphasis of the meetings is emergency preparedness. In addition to meetings and site visits within the organization, the Executive Director of Transportation and senior staff participate in community meetings in all San Francisco neighborhoods, regularly attends meetings of and represents Muni’s interests to the Board of Supervisors and Transportation Authority. The Executive Director and senior management serve in a leadership capacity in a number of regional forums including serving with the Metropolitan Transportation Commission’s Partnership Board; Chairman of a regional subcommittee to implement Translink; serving on the CalTrain Joint Powers Board and the Transbay Terminal Joint Powers Board. At the regional and State level meetings include the Bay Area Air Quality Management District and California Air Resources Board, serving on the California Transit Association Executive Committee. At the federal level, the Executive Director serves on the ENO Transportation Foundation Board and, along with the Chairman of the MTA Board of Directors, also serves on the American Public Transportation Association Board of Directors. Reference: Mission, Vision, Values Statement, MTA Goals, paycheck letters, Operator Bulletins, Employee Surveys.

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R1c: Compare the Costs and Benefits of Its Light-Duty and Battery-Pay Plans and Workers’ Compensation Benefits to Other Agencies Management should determine where MUNI ranks, vis-a-vis other agencies, in terms of the cost/benefits of its light-duty and battery-pay plans and workers' compensation benefits. Responses Cleopatra Vaughns Chair Board of Directors Municipal Transportation Agency Michael T. Burns Executive Director of Transportation Municipal Transportation Agency August 25, 2004 Not Yet Implemented. It will be complete by December 2004. Muni management is currently looking at how Muni compares to similar transit properties in the country. It should be noted that Muni is composed of five modes, and should be compared to another multi modal transit property. Preliminary information indicates that Muni compares favorably with the only other large multi- modal transit property subject to the same worker’s compensation laws as Muni. Muni management will continue to review, refine and use the best practices used at other transit properties to further strengthen Muni’s worker’s compensation and light duty program. Cleopatra Vaughns Chair Board of Directors Municipal Transportation Agency Michael T. Burns Executive Director of Transportation Municipal Transportation Agency June 30, 2005 San Francisco MTA’s Workers’ Compensation costs; battery and assault pay and light duty programs are comparable to those of similar transit agencies. We continue to monitor both the light duty and battery/assault pay issues on a quarterly and annual basis.

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R1d: Ensure That Its Training and Accident Prevention Programs are Consistent With Industry Standards Management should ensure that MUNI’s training and accident prevention programs are consistent with current industry standards. 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's new operator training program is based on the Federal Transit Administration's Bus Operator Training program and the our accident prevention training is based on the Smith System's Five Keys To Space Cushion Driving which is the recognized industry standard in both the transit and trucking industries.

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R1e: Consider Employee Comments and Recommendations Management should consider employee comments and recommendations at all levels. Such action can lead to improved working conditions and morale and, ultimately, to improved service. 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 actively sought input from every employee and considers all comments and recommendations. Not all suggestions can be implemented for a variety of reasons including budget, labor agreements or other physical constraints. In the monthly letter sent to all employees, Muni asks for and encourages employee input. The MTA will continue to work to improve communications with employees. Reference: Paycheck Letters 102

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📋March 30, 2005 — capabilities to support medical services after a disaster, including directing individuals to

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F1: F.2 G.1.a G.1.b G.1.c G.1.d G.1.e G.1.f G.2 Response Required Within 90 Days Board of Supervisors • • • • • • • • • • • • Response Required Within 60 Days Office of the Mayor • • • • • • • • • • • • • • • • • • • • • • • OES/HS • • • • • • • • • • • • • • • • • • • • DPH • • • • • • • • • • • • • • • • • • • OPP • • • EMSA • • • • • • • • • • • • • • • • • • • Disaster Council • • • Health Commission • • CHN • • Community Clinics Consortium • • DTIS • SFFD • • • SFPD • • • SFUSD • Response Optional HCNCC • • • • • • • • • 38 VIII. APPENDICES A. Acronyms B. Hospital Utilization in San Francisco C. Disaster Council Members D. Hospital Council Emergency Preparedness Scorecard E. Department of Health Organizational Chart F. EMS Landing Sites G. Sources Consulted I APPENDIX A: ACRONYMS CDC – Centers for Disease Control and Prevention CHN – Community Health Network (San Francisco Department of Health) CPMC - California Pacific Medical Center DEIR - Draft-Environmental Impact Report DHHS - Department of Health & Human Services DHS - Department of Homeland Security DOC - Department Operating Center DPH - San Francisco Department of Public Health DHS - Department of Homeland Security DSW – Disaster Service Worker DTIS – Department of Technology and Information Services EDs – Emergency Departments (a term now used in lieu of Emergency Rooms) EMS - Emergency Medical Services (San Francisco) EMSA - Emergency Medical Services Agency EMT - Emergency Medical Technician Civil Grand Jury - San Francisco 2005-2006 Civil Grand Jury EOC – Emergency Operations Center HCNCC – Hospital Council of Northern and Central California HRSA - Health Resources & Services Administration ICS - Incident Command System JCAHO - Joint Commission on Accreditation of Healthcare Organizations MONS - Mayor's Office of Neighborhood Services MUNI - Municipal Railway System (San Francisco) NDMS – National Disaster Medical System NERT - San Francisco Neighborhood Emergency Response Team Training program NIMS - National Incident Management System OES/HS - San Francisco Office of Emergency Services & Homeland Security OES/HS - Office of Emergency Services / Homeland Security OPP - Office of Policy & Planning OSHPD - California Office of Statewide Health Planning & Development SFFD - San Francisco Fire Department SFGH - San Francisco General Hospital Medical Center SFPD - San Francisco Police Department SFUSD – San Francisco Unified School District UASI - Urban Area Security Initiative UCSF - University of California at San Francisco Medical Center VA – Veterans Affairs II APPENDIX B: HOSPITAL UTILIZATION IN SAN FRANCISCO General Acute Care Facility Name GAC Lic. Beds GAC Bed Days Total Lic. Beds Total Lic. Bed Days Total Hosp. Discharges Census Days Total CALIFORNIA PACIFIC-CALIF. EAST 95 34770 190 69540 1531 21556 CALIFORNIA PACIFIC-CALIF. WEST 382 139812 382 139812 8006 31708 CALIFORNIA PACIFIC-DAVIES 279 102114 341 124806 4577 40630 CALIFORNIA PACIFIC-PACIFIC 295 107970 325 118950 15549 82155 CHINESE HOSPITAL 54 19764 54 19764 2193 11100 KAISER FND HOSP - GEARY S F 247 90402 247 90402 13052 64976 SAN FRANCISCO GENERAL HOSP. 403 147498 639 242616 16816 143361 ST. FRANCIS MEMORIAL HOSPITAL 287 105042 356 130296 6784 43344 ST. LUKES HOSPITAL 150 54900 260 95160 6237 52474 ST. MARYS MEDICAL CENTER 336 123226 403 150873 7563 48305 UCSF MEDICAL CENTER 547 200202 547 200202 26588 155052 UCSF MEDICAL CENTER-MT. ZION 140 51331 140 51331 2460 9328 TOTALS: 3215 1177031 3884 1433752 111356 703989 SFGH as % of TOTALS: 12.5% 12.5% 16.5% 16.9% 15.1% 20.4% Source: California Office of Statewide Health Planning and Development, State Utilization Data File of Hospitals, Calendar Year 2004. Abbreviations: GAC = General Acute Care Lic. = Licensed Hosp. = Hospital III APPENDIX C: DISASTER COUNCIL MEMBERS64 Honorable Gavin Newsom, Chair Annemarie Conroy, Office of Emergency Services / Homeland Security, Executive Secretary Heather Fong, Chief of Police Joanne Hayes-White, Fire Chief Trent Rhorer, General Manager, DHS Dr. Mitchell Katz, Director, DPH Edwin Lee, Director, DPW Chris Vein, Director, DTIS Chris Cunnie, Executive Director, ECD Susan Leal, General Manager, SFPUC Honorable Michael Hennessey, Sheriff Arlene Ackerman, Superintendent of Schools Edwin Lee, City Administrator Edward Harrington, Controller Dennis Herrera, City Attorney Harold Brooks, CEO, American Red Cross, Bay Area Chapter Honorable Fiona Ma, Member, Board of Supervisors Honorable Ross Mirkarimi, Member, Board of Supervisors Honorable Michela Alioto-Pier, Member, Board of Supervisors Gloria Young, Clerk, Board of Supervisors Dr. Amy Hart, Medical Examiner Honorable Kamala Harris, District Attorney Nathaniel Ford, Executive Director, MTA Stuart Sunshine, MTA Bond Yee, Acting Director, Department of Parking and Traffic Monique Moyer, Executive Director, Port of San Francisco Yomi Agunbiade, General Manager, Recreation and Parks John Martin, Director, San Francisco Airport Phil Ginsburg. Human Resources Director Naomi Little, Director, Office of Contract Administration Amy Lee, Acting Director, Bureau of Building Inspection 64 OES & DHS Council Meeting CITY AND COUNTY OF SAN FRANCISCO DISASTER COUNCIL January 17, 2006, Video available at (accessed on March 28, 2006). IV APPENDIX D: HOSPITAL COUNCIL EMERGENCY PREPAREDNESS SCORECARD 65 TO: San Francisco Hospital Leaders FROM: Ron Smith RE: Emergency Preparedness and Scorecard At the request of the hospital leaders at the February 6th meeting, the Hospital Council Emergency Preparedness Taskforce has prepared the attached “San Francisco Hospitals – Emergency Preparedness Scorecard”. (Approved by the Taskforce representing all SF hospitals, the Scorecard was written by Debi Simon of CHW.) I have two major concerns about the City’s emergency planning process. As far as we know there is no surge plan for more casualties than those our hospitals can handle. The second concern is that there is no City plan to transport patients from our hospitals to other hospitals, helicopter landing sites, or SFO. The City has twenty-one sites where helicopters can land. However, the City reports that none of these sites could accommodate a military helicopter that could hold several patients. The City also said that it would be politically impossible for the City to identify sites for such activity. The City pointed out the difficulty they have in getting even one helicopter pad approved at SFGH. Cheryl Fama has suggested that perhaps now is the appropriate time to inform the Mayor of our progress and concerns. (Draft letter attached.) 65 Received by the 2005-2006 Civil Grand Jury on March 23, 2006 V SAN FRANCISCO HOSPITALS – EMERGENCY PREPAREDNESS SCORECARD ITEM ACTION NEEDED RESPONSIBLE PARTY(IES) COMPLETED ITEMS BELOW DUE TO BE COMPLETED BY 7/1/06 Surge Plan to 135% of ADC Write Surge Plan to include: Hospital EM Committee • Physical space • Facility based alternate care sites • surge tent • Beds/cots/gurneys • Staffing • Supplies/equipment Decontamination Identify Team members (disciplines, shifts, names); write Decontamination procedures Hospital Haz Mat/EM Coordinators Revise Disaster Plans to reflect • revised HEICS IV (if received) Hospital EM Coordinator • revised JCAHO EM Standards (major changes go into effect 7/1/2006) Hospital EM Coordinator MOU for Mutual Aid Approve draft; submit to Legal for approval Hospital EM Coordinator/ Materials Manager Communications Participation in all daily and weekly communications tests (800MHz, HEARNet, EMSystems) DPH/Hospital Pharmacist Assess needs for structural work to accommodate satellite phone, 800 megahertz and HAM radios Hospital Facilities Personnel with OES/ACS HAM Training: at least 2 per shift or minimum of 6 hospital staff trained Hospital EM Coordinator Identify all locations which need dedicated backup power supply - telephone switches, all radio systems, all critical computers Hospital Facilities Personnel Identify and establish working relationship with local SFPD and SFFD chiefs Mgr, Public Safety/Security; Chief Engineer Begin document detailing information flow, communication priorities, location and operating procedures for all communications equipment Hospital EM Coordinator Pharmaceutical Cache Cache cart located in all participating hospitals; prophylactics can be provided to all staff, family, and patients. DPH/Hospital Pharmacist VI Patient Tracking system Hardware selected/purchased DPH SFCC HRSA Coordinator Job description written and position approved DPH ITEMS BELOW DUE TO BE COMPLETED BY10/1/06* Surge Plan Plan and related policies and procedures finalized in preparation for 11/14/06 drill Hospital EM Committee MOU for Mutual Aid Finalized in preparation to drill 11/14/06 Hospital EM Coordinator/ Materials Manager Communications Requests for satellite phone, 800 megaherz and HAM radios submitted to OSHPD Hospital Facilities Personnel Install dedicated backup power for all radios and critical computer equipment (battery / Universal Power Supply) Hospital Facilities Personnel / Hospital IT Personnel Complete document detailing information flow, communication priorities, location and operating procedures for all communications equipment Hospital EM Coordinator Patient Tracking system Hardware distributed DPH Initial training complete DPH and Hospital ED staff Decontamination Train at least 3 potential Decon Team members per shift (no <9 per facility, by 8/31 per HRSA funding mandate* Hospital EM Committee/Education Dept SFCC HRSA Coordinator Hired DPH ITEMS BELOW DUE TO BE COMPLETED BY 1/1/07 Surge Plan Plan finalized based on drill findings Staff educated Hospital EM Committee MOU for Mutual Aid Finalized based on drill findings ? Materials Manager Patient Tracking system All hospitals trained to use system; website up DPH Decontamination Drill decontamination team 2 times Hospital Haz Mat/EM Coordinators SF HRSA Coordinator Trained and productive DPH/Hospital EM Coordinators VII APPENDIX E: DEPARTMENT OF HEALTH ORGANIZATIONAL CHART VIII APPENDIX F: EMS LANDING SITES IX EMS LANDING SITES. X APPENDIX G: SOURCES CONSULTED Interviews with Representatives from: City and County of San Francisco Office of Emergency Services and Homeland Security City and County of San Francisco Disaster Council City and County of San Francisco Board of Supervisors Budget Analyst’s Office City and County of San Francisco Department of Health City and County of San Francisco Office of Policy & Planning City and County of San Francisco Emergency Management Services Agency City and County of San Francisco Community Clinics Consortium City and County of San Francisco Office of Emergency Services and Homeland Security – Auxiliary Communications Service City and County of San Francisco Unified School District, Emergency Planning City and County of San Francisco Fire Department San Francisco VA Medical Center, Emergency Management Strategic Healthcare Group Hospital Council of Northern and Central California San Francisco General Hospital San Francisco General Hospital Foundation Various Private Hospitals in San Francisco State of California Office of Homeland Security XI Resources - City & County of San Francisco: 2002-2003 Civil Grand Jury for the City and County of San Francisco, It’s a Catastrophe: the State of Emergency Planning in San Francisco, June 19, 2003. City and County of San Francisco, Office of the Mayor, “3ll: Improved Customer Service and Public Safety of San Francisco,” September 2, 2004, . City and County of San Francisco Board of Supervisors, Resolution 0140-06, File # 060079, March 14, 2006. City and County of San Francisco, Emergency Operations Plan, Part I: Basic Plan, January 2005. City and County of San Francisco Administrative Code, Ordinance 275-05, Approved November 30, 2005. City and County of San Francisco Department of Public Health, Annual Report for Fiscal Year 2004-2005. City and County of San Francisco Department of Public Health, Health Commission Minutes, May 17, 2005. City and County of San Francisco Department of Public Health, Health Commission Meeting, October 18, 2005. City and County of San Francisco Department of Public Health, Health Commission Meeting, November 15, 2005. City and County of San Francisco Department of Public Health, Emergency Operations Plan, draft dated January 12, 2006. San Francisco Department of Public Health, Office of Policy and Planning, EMS Agency, and the Environmental Health Section, “Earthquake 2006 Disaster Exercise”, March 20, 2006 (1st Draft). City and County of San Francisco Emergency Medical Services Agency, The San Francisco Disaster Registry Program Information, April 12, 2006, < http://www.sfgov.org/site/uploadedfiles/dhr/intranet_memo/Memo_07-2006.pdf>. City and County of San Francisco Emergency Medical Services Agency, Policy and Procedure Manual, compiled Nov. 14, 2005. XII City and County of San Francisco Emergency Medical Services Agency Aircraft Utilization, September 1, 2005, pp.16–17, Policy Reference #4020, April 5, 2006, . City and County of San Francisco Emergency Medical Services Agency, March 20, 2006 City and County of San Francisco, Department of Human Resources, Memorandum DHR No. 01-2006, February 3, 2006. City and County of San Francisco Office of Emergency Services and Homeland Security, Disaster Council, Revised Meeting Agenda, January 11, 2005. City and County of San Francisco, Office of Emergency Services & Homeland Security, “After Action Report: Fast Track – Part II, Full Scale Exercise,” October 12, 2005. San Francisco Unified School District, “Emergency Plan Overview”, , (March 14, 2006). Disaster Service Worker Program: Executive Summary, as presented to the meeting of the City and County of San Francisco Disaster Council, January 17, 2006. Operation Safe Return (Interim Plan), Draft #1 6/17/2005 Fast Track Terrorist Simulation Press Release: from the Office of the Mayor of the City and County of San Francisco Tuesday, July 26, 2005. After Action Report Fast Track – Part II Full Scale Exercise, San Francisco Office of Emergency Services & Homeland Security. (Limited distribution, for official use only). Hospitals (of San Francisco) CEO meeting, Overview of Communications Capabilities and Gaps (PowerPoint presentation), February 6, 2006. Brown, John F. MD , Medical Director, EMS Section, San Francisco Department of Public Health, “How Would San Francisco Manage A Complex Emergency? Response to a Terrorist Attack “, Vol. 75, No. January 2002. Brown, John MD, “Ambulance Diversion, It’s Time for a Change”, San Francisco Medicine, Publication of the San Francisco Medical Society October, 2005. Brown, John F. MD , Medical Director, Emergency Medical Services Agency, San Francisco Department of Public Health,, Power Point Presentation, “EMS System Surge Capacity & Capability Assessment,” presented to the Health Commission, May 17, 2005. Cabanatuan, Michael, “San Francisco Area’s Infrastructure Graded a C-minus”, San Francisco Chronicle, October 18, 2005. XIII Campbell, Scott J. MD, MPH, Chairman Department of Emergency Medicine Kaiser Permanente Medical Center, San Francisco, “Rethinking San Francisco’s Ambulance Diversion Crisis”, Report to the San Francisco Board of Supervisors the “Emergency Room Diversion” Task Force, January 27th, 2003. Epstein, Edward, “House Panel Rips Administration on Katrina Response”, San Francisco Chronicle, February 16, 2006. Epstein, Edward, “Homeland Security Directive Shocks Local Governments, 12 Major Cities Must Single Grant Application”, San Francisco Chronicle, January 4, 2006 Fagan, Kevin, and Charlie Goodyear, “San Francisco’s Emergency Services Chief Blasted by Supes”, San Francisco Chronicle, September 21, 2005. Fagan, Kevin, “Bay Area Cities to Pool Disaster Resources, Homeland Security Will Fund Regional Emergency Plan”, San Francisco Chronicle, October 18, 2005.Noyes, Dan, “Flaws Found In SF's Emergency Warning System”, ABC I-Team, November 11, 2005. Fancher, Emily, “Helicopter Pad Fight Ready to Take Off Again,” San Francisco Chronicle, November 1, 2005. Gerson/Overstreet Architects, San Francisco General Hospital Medical Center: Air Medical Access Needs and Feasibility Study, Prepared for the San Francisco Health Commission, March 4, 2003. Gordon, Rachel, “State Sets February 24 Deadline to Review Anti-terror Request”, San Francisco Chronicle, January 18, 2006. Gordon, Rachel, “$320 Million Wish List for Homeland Security for Everything from Terrorist Attacks to Quakes,” San Francisco Chronicle, February 24, 2006. Greenwald, Alan MD, “Disaster Readiness”, San Francisco Medicine, Publication of the San Francisco Medical Society October, 2005. Hampton, Adriel, “S.F. Unveils Wide-ranging Alert System,” The San Francisco Examiner, March 9, 2005. Hayes-White, Joanne, Chief of San Francisco Fire Department, Letter to Civil Grand Jury dated April 12, 2006. Health Management Associates, The San Francisco Department of Public Health: Its Effectiveness as an Integrated Health Care Delivery System and Provider of a Continuum of Long Term Care Services, a Report submitted to the Office of the Controller, City and County of San Francisco, July 2005. XIV Holbrook, Karen, MD, PhD, “San Francisco Physician Guidance for Public Health Emergencies Due to Bioterrorism or Infections Disease Outbreaks,” San Francisco Medicine, Vol. 78, No.1, February 2005. Jouvenal, Justin, Bay Area Cities Laggin in Bid for Federal Anti-Terror Funds, San Francisco Chronicle, January 12, 2006. Lagos, Marisa, “Homeland Security Funding Proposal Goes Down to Wire”, San Francisco Chronicle, February 23, 2006. Noyes, Dan, “Is San Francisco Ready for a Major Disaster?”, ABC I-Team September 7, 2005. Noyes, Dan, “Official Wants Hearing on City Siren System”, ABC I-Team, November 15, 2005. Noyes, Dan, “Out of State SF Firefighters Face Investigation”, ABC I-Team, December 1, 2005 Rauber, Chris, “Deadline Looking Shaky,” San Francisco Business Times, January 23, 2006 Stannard, Matthew, “Mastering Homeland Security, Naval School Offers Anti-Terrorism Degree”, San Francisco Chronicle, July 6, 2004. Ross, Carol, SF Planning Department, Environmental Analysis of the Helipad at SFGH, , (March 10, 2006). Southers, Erroll, Deputy Director, California Office of Homeland Security quote from during conference on counter-terrorism in Israel,“U.S. Security Officials Train with the Pros”, San Francisco Chronicle, March 24, 2006. Vassar, Mary, Emergency Medical Services Agency,, November 2005 Ambulance Diversion Data, SFPD, December 7, 2005. Vassar, Mary and Kate Garay, “EMS System Surge Capacity & Capability Assessment,” as presented by John F. Brown, M.D. to the San Francisco Health Commission, May 17, 2005. Wachsmuth , Chris, SFGH Medical Helipad Project Timeline, December 5, 2005, March 29, 2006 . “URS Selected for Bay Area Regional Emergency Coordination Plan”, Business Wire, October 17, 2005. Resources - State of California: California Healthcare Foundation, California Healthline, “Two San Francisco Hospitals Might Miss Seismic Retrofit Deadline,” January 25, 2006. California Office of Statewide Health Planning and Development, 2004 Hospital Data File from Annual Utilization Report. XV California Office of Statewide Health Planning and Development, Summary of Hospital Seismic Performance Ratings, April 2001. California Office of Statewide Health Planning and Development, Facilities Development Division. Summary of Requests for Extensions to Seismic Safety Deadlines, February 2, 2006. Joint Commission on Accreditation of Healthcare Organizations, Health Care at the Crossroads: Strategies for Creating and Sustaining Community-wide Emergency Preparedness Systems, 2003. Hospital Council of Northern and Central California, communications from Ron Smith re Emergency Preparedness and Scorecard, received by the Civil Grand Jury March 23, 2006. Working Group on California Earthquake Probabilities, Executive Summary: Earthquake Probabilities in the San Francisco Bay Region: 2002-2031, U.S. Geological Survey, Open-File Report 03-214, March 13, 2006, . “The Role of Local EMS Agencies in California EMS System,” , (1/13/2006). Bamattre, William, Los Angeles Fire Department Chief, quoted by Jim Hahn, Mayor of Los Angeles, August 2, 2004 Press Release, April 3, 2006, http://www.laobserved.com/archive/002286.html. Sun, Benjamin C. et al., “Effects of Hospital Closures and Hospital Characteristics on Emergency Department Ambulance Diversion, Los Angeles County, 1998 to 2004,” Annals of Emergency Medicine 47:309-316, April 2006. Resources - Federal Government: U.S. Congress, Senate: Committee on Government Affairs, July 23, 2001 Testimony of Tara J. O’Toole, M.D., M.P.H., Johns Hopkins Center for Civilian Biodefense Studies, as quoted in Joint Commission on Accreditation of Healthcare Organizations, Surge Hospitals: Providing Safe Care in Emergencies, 2006. Office of the President of the United States, The Federal Response to Hurricane Katrina: Lessons Learned, February 2006, as prepared by Frances Fragos Townsend, Assistant to the President for Homeland Security and Counterterrorism, March 1, 2006, . U.S. House of Representatives, 109th Congress, 2nd Session, A Failure of Initiative: Final Report of the Select Bipartisan Committee to Investigate the Preparation for and Response to Hurricane Katrina, February 15, 2006, . Health and Social Services Committee Report and Recommendations to the Commission January 18, 2006, Failure of Initiative. XVI U.S. Department of Homeland Security, National Response Plan, December 2004 U.S. Department of Homeland Security, Office of Grants and Training, March 30, 2005, . U.S. General Accountability Office, GAO-06-365R, Enclosure I, “Statement by Comptroller General David M. Walker on GAO’s Preliminary Observations Regarding Preparedness and Responses to Hurricanes Katrina and Rita,” February 1, 2006. FEMA Position Paper, April 3, 2006, . Resources - Other “A Deadly Vacuum”, New York Times Editorial, February 16, 2006 American College of Surgeons, Statement on Disaster and Mass Casualty Management, Ad Hoc Committee on Disaster and Mass Casualty Management of the Committee on Trauma, June 2003. Lipton, Eric, “Handling of the Infirm During Katrina Assailed”, New York Times, February 1, 2006 Marcus, Leonard J., Barry C. Dorn, and Joseph M. Henderson, “Meta-Leadership and National Emergency Preparedness: Strategies to Build Government Connectivity,” Harvard University, John F. Kennedy School of Government, Center for Public Leadership, Working Papers, Spring 2005, p. 43. Montana Area Health Education Center, Strategic Planning for Healthcare Organizations, April 5, 2006 . Mullen, Sam, Critical Communications: An Operations Guide for Business, April 5, 2006, . New York City Department of Information Technology and Communications, April 5, 2006, . O’Malley, Ann S., Anneliese M. Gerland, Hoangmai H. Pham and Robert A. Berenson, “Rising Pressure: Hospital Emergency Departments as Barometers of the Health Care System” Center for Studying Health System Change, Issue Brief No. 101, Nov. 2005. Wolf, Gary, “Reinventing 911”, Wired Magazine, Issue 13-02. Testimony by Director Henry Renteria, Governor’s Office of Emergency Services, Little Hoover Commission Hearing May 26, 2005.

Additional Recommendations 14

Not linked to specific findings.

R1: OES/HS has to develop a strategic planning process and change the composition and use of the Disaster Council. The Disaster Council should become a true planning body, with high-level work groups having defined tasks and timelines. Hospitals want and need to be integral partners in the emergency planning process, including serving on the Disaster Council and in its work groups. (Recommendations A.1.a, A.1.b, B.1 and B.2)

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R2: The Mayor needs to ensure that a knowledgeable and experienced senior level person, with a proven track record of dynamic leadership, is recruited, preferably at OES/HS or possibly at DPH. This person needs to develop a process, in conjunction with the Mayor and Board of Supervisors, for incorporating the private sector fully into the emergency planning process and for ensuring that emergency procedures are achievable and understood by all city departments and the private sector. Another task involves assessing OPP and EMSA operations to determine appropriate placement of personnel and reporting lines. (Recommendations C.1, C.2 and C.3)

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R3: Emergency drills need to be realistic and test the ability of hospitals to meet surge goals and to properly use recently purchased or newly installed equipment. These drills should include local clinics to test their ability to handle patient overflow from nearby hospitals. The drills should also test all aspects of the City’s communication plan. “Dead spots” for the siren alerts system should be noted by neighborhood and corrected. (Recommendations D.1, D.2.a, D.2.b, D.3, F.1, F.2 and G.1.a.)

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R4: OES/HS should issue official After Action Reports for city-sponsored drills no later 33 than 45 days after their completion. To ensure that the Mayor is kept apprised about the performance of individual city departments during drills, the Mayor’s Office should review both initial write-ups and official After Action Reports for each drill. In this way, the Mayor will also see if the After Action Reports reflect the experience recorded by participants in the drill. (Recommendations E.1.a to E.1.c.)

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R5: The City needs to design and implement a mass media campaign to inform San Franciscans about the realities of a potential disaster and necessary steps to take in deciding when to seek medical care. The www.72hours.org Web site needs to have additional information on where and when to seek care. The City needs to designate specific radio stations and TV channels, in addition to Channel 26 and public radio/television, to receive “official” city announcements and updates. (Recommendations G.1.b to G.1.f)

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R6: Neighborhood disaster planning, as started in District 5, needs to be expanded to all districts. Implementation of neighborhood drills is recommended. (Recommendation G.2) Principal findings regarding the status of community-wide preparations in San Francisco are summarized on the following page in Table II, using some key JCAHO recommendations seen earlier in Table I. The primary recommendations that flow from the findings involve completion of the steps described as “not done,” “in progress,” “under discussion,” “not yet operational,” “not always working,” and “inadequate.” 34 TABLE II: GAPS IN EMERGENCY PREPAREDNESS Community-wide Emergency Preparedness Recommendations: San Francisco Status:

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R7: Develop a centralized community-wide patient locator system. System purchased, but not yet operational.

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R8: Engage the mass media in the emergency preparedness planning process. Not done.

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R9: Assure direct caregiver access to current information about the emergency on a Communications devices in continuing basis. place, but not always working.

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R10: Create redundant, interoperable communication capabilities. Partially in place.

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R11: Regularly test, at least yearly, community emergency preparedness plans Done semi-annually, but with through reality-based drill. limited success.

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R12: Prospectively establish appropriate metrics to assess effectiveness of Not done; reports on drills are emergency plan. inadequate and not timely.

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R13: Assure inclusion of all community emergency preparedness program Clinics not included to date. participants in emergency plan tests.

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R14: Explore alternative options for providing sustained funding for hospital Not done; City is currently emergency preparedness activities. dependent on federal grants. In summary, since the last Civil Grand Jury report of 2002-2003, much has been done to improve medical preparedness, thanks to the availability of federal funding and the work of OES/HS, DPH and SFFD. With federal funding likely to be curtailed, starting in 2007, the City needs to ensure that medical preparedness remains a high priority and that appropriate leadership is recruited to oversee the medical planning process. As noted in the write-ups on Katrina, it was “the failure of leadership” at the local, state, and federal level that led to the confusion in New Orleans after the hurricane. San Francisco needs to ensure that its local leadership never warrants similar criticism. Finally, the Civil Grand Jury wishes to express its thanks to all the interviewees who participated in its investigation. Their well-articulated concerns about medical preparedness were the impetus for this investigation and report. 35 36 VII. REQUIRED RESPONSES Responses to the recommendations in this report are required to be received from the Board of Supervisors and city departments and agencies in accordance with the following Table. Responses are to be sent in writing and addressed to: The Honorable Robert Dondero, Superior Court of California, City and County of San Francisco, San Francisco Civic Center Courthouse, 400 McAllister Street, San Francisco, California 94102 TABLE III: REQUIRED RESPONSE TIME TO RECOMMENDATIONS Recommendations 37 a.1.A b.1.A 1.B 2.B 1.C 2.C 3.C 1.D a.2.D b.2.D 3.D a.1.E b.1.E c.1.E 1.F 2.F a.1.G b.1.G c.1.G d.1.G e.1.G f.1.G 2.G Response Required Within 90 Days Board of Supervisors • • • • • • • • • • • • Response Required Within 60 Days Office of the Mayor • • • • • • • • • • • • • • • • • • • • • • • OES/HS • • • • • • • • • • • • • • • • • • • • DPH • • • • • • • • • • • • • • • • • • • OPP • • • EMSA • • • • • • • • • • • • • • • • • • • Disaster Council • • • Health Commission • • CHN • • Community Clinics • • Consortium DTIS • SFFD • • • SFPD • • • SFUSD • Response Optional HCNCC • • • • • • • • • 38 VIII. APPENDICES A. Acronyms B. Hospital Utilization in San Francisco C. Disaster Council Members D. Hospital Council Emergency Preparedness Scorecard E. Department of Health Organizational Chart F. EMS Landing Sites G. Sources Consulted

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📋Chapter 5 the SAN Francisco Sheriff’s Department Grievances: a Solution

10 pages 2 findings 8 recommendations

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Findings & Recommendations 2 findings

F1: The Sheriff’s Department Needs to Improve Its Inmate Grievance Process and Procedures

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F2: Community-Based Programs Are Not Beneficial

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Additional Recommendations 8

Not linked to specific findings.

R1a: Review and Amend Current Policy and Procedures Manual The Department should review and amend, if needed, the current “Policy and Procedure” manual. Response Michael Hennessey Sheriff Office of the Sheriff July 28, 2005 The Sheriff’s Department has reviewed and rewritten, where appropriate, the Policy and Procedures Manual regarding grievances, to reduce the possibility of prisoner issues being overlooked.

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R1b: Purchase or Develop Software to Automate the Grievance Procedure The Department should purchase/develop software to automate the grievance procedure. Response Michael Hennessey Sheriff Office of the Sheriff July 28, 2005 The Sheriff’s Department is in the process of implementing a new jail management system which will automate many aspects of jail operation. Where applicable within that system, it will be used to track grievances.

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R1c: Assign a Full-Time Employee to Track Grievances and Assign a Senior Officer to Oversee the Program The Department should assign a full-time employee to input data. A senior officer should be assigned to oversee the program and provide periodic reports to designated senior staff. Response Michael Hennessey Sheriff Office of the Sheriff July 28, 2005 We disagree with the recommendation that one deputy be assigned full time to input grievances into a database because it is not a practical use of scarce resources. However, the Undersheriff does monitor grievances and provides periodic reports to the Sheriff and to appropriate department staff.

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R1d: Respond to Grievants Within 10 Days of Filing a Complaint Every grievant should receive a written response to a complaint within ten (10) days of the date of filing. Response Michael Hennessey Sheriff Office of the Sheriff July 28, 2005 We disagree with this recommendation because it will lengthen response time to many easily resolved grievances. Therefore, we have no plan to implement it.

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R1e: Make Available Grievance Forms to Inmates Grievance forms should be placed by the inmate in a locked box or other secure location. Response Michael Hennessey Sheriff Office of the Sheriff July 28, 2005 We disagree with this recommendation because there is no place in the jails where prisoners could access a locked grievance box. Further, in my view, the more interactive the process between prisoners and staff, the greater likelihood of grievances being resolved quickly and fairly. Therefore, we have no plan to implement it.

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R2a: Effective Programs Need to Be Formulated The Mayor's office should determine the needs of individuals exiting the jails to assist in formulating effective programs 184

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📋Responses Gavin Newsom Mayor

18 pages 3 findings 10 recommendations

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Findings & Recommendations 3 findings

F1: The Department of Child Support Services Needs to Improve Its Communications About Its Role and Processes

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F2: The Department of Child Support Services Does Not Prominently Display Printed Information

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F3: Community-Based Programs Can Reduce Homelessness

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Additional Recommendations 10

Not linked to specific findings.

R1a: Provide written materials explaining its in-take process. 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. Specifics should describe all of the players in the process and their roles-especially including DCSS, their computer and phone systems, and all its divisions: in-take, DSOs, attorneys and the ombudsperson. Responses Karen M. Roye Assistant Director Department of Child Support Services July 23, 2004 Agree: The Department plans to develop a flow chart that clearly outlines the steps necessary to handle regular actions such as opening a case, paternity establishment, modifying an order, stipulation agreements, and closing a case. The flow chart will be translated into Spanish and Cantonese for improved understanding. The Department has also increased its request of outreach materials for FY2005 solely provided by the California Department of Child Support. The department is required to use only state-approved materials for outreach and reprints state documents at its own expense. Karen M. Roye Director Department of Child Support Services June 27, 2005 Agree/Implemented: The Department developed several flow charts that clearly outline the steps necessary to handle regular actions such as opening a case, paternity establishment, modifying an order, stipulation agreements, and closing a case. The flow charts will be translated into Spanish and Cantonese for improved understanding by the end of the August, 2005. The Department has also increased its request of outreach materials for FY2005 solely provided by the California Department of Child Support. The department is required to use only state-approved materials for outreach and reprints state documents at its own expense.

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R1b: Explain How the Family Court and Family Law Facilitator Can Be Used by Parents. The role of the court and the Family Law Facilitator and how they can be accessed should be explained- especially if it appears that the parents will be unwilling or unable to stipulate a plan for child support. Responses Karen M. Roye Assistant Director Department of Child Support Services July 23, 2004 Agree: The Department plans to collaborate with the Family Law Facilitator to develop a pamphlet to be distributed through all branch offices. Karen M. Roye Director Department of Child Support Services June 27, 2005 Agree/Implemented: The Department is collaborating with the Family Law Facilitator through the Enhanced Parental Involvement Collaborative (EPIC) and has developed several 198 informational fliers which have been translated into Spanish and is distributed through all branch offices and the Family Court to non-custodial parents.

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R1c: Distribute Information to Community Agencies Packet information should be reinforced by the use and distribution of posters, flyers and videos made available in libraries, churches, shops, hospitals and community agencies. Responses Karen M. Roye Assistant Director Department of Child Support Services July 23, 2004 Agree: The Department plans to produce posters, flyers, and videos based on existing state- approved materials to be made available to libraries, hospitals, community residents and community agencies where appropriate. Karen M. Roye Director Department of Child Support Services June 27, 2005 Agree/Implemented: The Department has produced plans to produce posters, flyers, and videos based on existing state-approved materials to be made available to libraries, hospitals, community residents and community agencies where appropriate.

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R1d: Produce Multilingual Educational Videos and Advertisements SFDCSS should add to its long-range plan the production of multilingual educational videos and television and radio advertisements. By collaborating with other agencies and by accessing volunteer time, talent and dollars, DCSS can expand its services to clientele.

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R2a: Display Written Materials at All Offices In an attractive and efficient manner. DCSS should set up, monitor and stock regularly display racks of written materials and handouts at all DCSS offices, law facilitators’ offices and courtrooms. Responses Karen M. Roye Assistant Director Department of Child Support Services July 23, 2004 Agree: The Department has purchased and installed display racks in its main office, BVHP office, and Mission Office to be regularly stocked by the in-take supervisor. The Department plans to provide handout material to the law facilitators’ office and the court for distribution through their offices. The Department’s legal supervisor will be responsible for the regular distribution and re-ordering current materials. Karen M. Roye Director Department of Child Support Services June 27, 2005 Agree/Implemented: The Department has purchased and installed display racks in its main office, BVHP office, and Mission Office to be regularly stocked by the in-take supervisor. The Department plans to provide handout material to the law facilitators’ office and the court for distribution through their offices. The Department’s legal supervisor will be responsible for the regular distribution and re-ordering current materials.

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R2b: Develop a Computer Program to Track Recidivism Develop a computer program to track recidivism of individuals entering and exiting the county jail system. Response Michael Hennessey Sheriff Office of the Sheriff July 28, 2005 I agree with the recommendation that a computer system should be devised to track recidivism, however, I have concluded that until a national body, like the federal Department of Justice’s National Institute of Corrections, provides direction and standards, the considerable investment of time and information technology expertise required to produce such a program would not be justified by the limited local use of the results. It is hoped that the jail management system currently being implemented will provide some useful recidivism information. 185

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R2c: Prioritize Services for Individuals Released From Jail Prioritize services needed by individuals released from the county jails when planning for the homeless. Response Michael Hennessey Sheriff Office of the Sheriff July 28, 2005 I agree with this recommendation and support the Department of Public Health’s discharge planning efforts aimed at the homeless jail population.

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R3a: Create a Mentor Program to Assist Recently Released Inmates A mentor/sponsor program should be created to assist this population for a limited period after they return to the community from the jails. Responses Gavin Newsom Mayor Office of the Mayor September 7, 2004 As recommended by the Grand Jury, I welcome a review of best practices and other research that could be provided on the efficacy of mentorship or sponsorship programs for persons returning the community after leaving custody. The 10-Year Plan for Ending Chronic Homeless, commissioned by my Administration and released on June 30, 2004, includes a lengthy segment on reducing homelessness among persons released from custody. The plan calls for creating more supportive housing services for formerly incarcerated homeless San Franciscans, as well as increased SSI advocacy. Michael Hennessey Sheriff Office of the Sheriff July 28, 2005 I agree with the recommendation and would support and participate in a combined effort of the several City departments that deal with services to the homeless population. While the Sheriff’s Department is currently funded to provide some mentoring services, such an effort specifically targeting homeless ex-offenders is not, to my knowledge, under discussion at this time.

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R3b: Audit Agencies Providing Services to the Homeless An audit of all agencies currently charged with providing services to the homeless should be undertaken. Responses Michael Hennessey Sheriff Office of the Sheriff July 28, 2005 This recommendation is not directed at the Sheriff’s Department. Ed Harrington Controller Office of the Controller July 29, 2005 The recommendation has been implemented in part. In May 2002, this office issued a comprehensive performance audit of the City’s system for delivering services to the homeless and 187 recommended how the City can improve its system for planning, delivering, and evaluating homeless services in San Francisco. As part of the City Services Auditor Division’s audit plan, we will be conducting audits of organizations that receive funds from the City to provide various services. Agencies providing services to the homeless will be included as those subject to audit. The recommendation will require further analysis to identify the number of agencies specifically providing homeless services and identifying the priority for conducting these specific audits. General Responses Adele Destro Assistant Clerk of the Board Board of Supervisors September 24, 2004 The following is a report on the 2003-2004 Civil Grand Jury Report, San Francisco Sheriff’s Department: Incarceration and Beyond, in accordance with Penal Code Section 933 and Administrative Code Section 2.10. The Board of Supervisors’ Rules Committee held a hearing on Wednesday, September 22, 2004 on the Civil Grand Jury Report. Representatives from the Civil Grand Jury and the Sheriff’s Department were present for the hearing. Per Jack McNulty, Civil Grand Jury Foreperson, a written response from the Sheriff’s Department had not been received and requested to continue the matter. The hearing is continued until October 6, 2004. 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, San Francisco Sheriff’s Department: Incarceration and Beyond. The Board of Supervisors’ Rules Committee continued the hearing on Wednesday, October 6, 2004 on the Civil Grand Jury Report. Sheriff Mike Hennessey commended the Civil Grand Jury for its findings and recommendations. The Sheriff discussed the Five Keys Program High School for incarcerated juveniles, which is a Charter High School in county jails, and several of the programs that they have in jails that could be a resource after release. Sheriff Hennesey also pointed out due to budget reductions they are faced with a 15% reduction in jail programs. Public comment was heard and the matter was filed. Adele Destro Assistant Clerk of the Board Board of Supervisors June 29, 2005 The Board of Supervisors’ Rules Committee held a hearing on Wednesday, September 22, 2004. Per Jack McNulty, Civil Grand Jury Foreperson, a written response from the Sheriff’s Department had not been received and requested to continue the matter. The hearing was continued to October 6, 2004. The Board of Supervisors’ Rules Committee continued the hearing on Wednesday, October 6, 2004. Sheriff Mike Hennessey discussed the Five Keys Program High School for incarcerated juveniles, which is a Charter High School in county jails, and several of the programs that they have in jails that could be a resource after release. Sheriff Hennessey also pointed out due to budget reductions they are faced with a 15% reduction in jail programs. Public comment was heard and the matter was filed. TERMS Recidivism - habitual or chronic relapse, especially into crime or antisocial behavior Misdemeanant - an individual found to have committed a misdemeanor RSVP- Resolve to Stop the Violence Project Roads to Recovery - an in-custody drug treatment for men SISTER - an in-custody drug treatment for women 190 Civil Grand Jury Recommendations Office of the Sheriff Mayor and Department Reponses Controller The Mayor and Board of Supervisors should 1a find in-custody programs at current or higher Agree Agree levels. The Mayor's office should determine the 2a needs of individuals exiting the jails to assist Agree Agree in formulating effective programs Develop a computer program to track 2b recidivism of individuals entering and exiting Agree the county jail system. Prioritize services needed by individuals 2c released from the county jails when planning Agree for the homeless. A mentor/sponsor program should be created to assist this population for a limited period 3a Agree Agree after they return to the community from the jails. An audit of all agencies currently charged with Not Directed by Implemented in 3b providing services to the homeless should be Sheriff Part. undertaken. 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. This page intentionally left blank. CHAPTER 7 SAN FRANCISCO DEPARTMENT OF CHILD SUPPORT SERVICES: PUTTING THE CHILDREN FIRST

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📋Finding 3.6: According to staff interviews, this 20-30% of Bvhp students often come from the most troubled and

22 pages 4 findings 12 recommendations

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Findings & Recommendations 4 findings

F1: The San Francisco Unified School District Does Not Provide Safe Learning Environments for all of the County Community Schools

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F2: The San Francisco Unified School District Should Ensure That County Community Schools Per-Student Allotments Are Being Used for Intended Purposes

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F3: 6: According to staff interviews, this 20-30% of BVHP students often come from the most troubled and dysfunctional families. A number of parents are incarcerated or are drug users. These children do not have the family support structure that allows for "a signed parental participation contract". Hence, most of these children will not be attending the newly converted Dream School but will, in fact, be assigned or reassigned to other unenriched schools. The CGJ could find no specific plan for relocation of these children. Response to Finding Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 The District disagrees with the statement that the 20-30% of BVHP students who allegedly do not return paperwork come from troubled and dysfunctional families, have parents that are incarcerated or drug users, and do not have a family support structure. These assumptions are purportedly based on “staff interviews,” and could be interpreted to be stereotypical generalizations about an entire neighborhood. As noted above, a signed parental participation contract is not a prerequisite for enrolling in a Dream School. In fact, any student that attended a school that is being converted into a Dream School has been assigned to remain at the newly converted Dream School, unless they affirmatively requested reassignment to a new site.

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F4: Many Students in the Bayview Hunters Point Schools Do Not Receive Available Free or Low-Cost Lunches BVHP schools have the highest percentage of children who qualify for free or reduced-fee lunch programs. A large portion of these children-- SFUSD staff estimate up to 30%--do not return the required paperwork, and there is very little outreach to assist them and their families. [The Civil Grand Jury Report did not list a finding numbered 4.1]

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Additional Recommendations 12

Not linked to specific findings.

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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

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📋Finding 3.6: Muni employees claim that safety standards have been relaxed in order to meet operating

24 pages 3 findings 4 recommendations

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Findings & Recommendations 3 findings

F1: The San Francisco Unified School District and the City and County of San Francisco Do Not Provide Educational Resources and Opportunities for Bayview Hunters Point Students

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F2: The Bayview Hunters Point Has the Lowest Ratio of School Seats to Student Population of Any San Francisco School District The Civil Grand Jury investigated educational resources available to residents of the Bayview Hunters Point district and found that BVHP has lowest ratio of school seats to student population of any San Francisco school district. Additionally, the need for schools in this region is increasing, especially with the upcoming housing development being planned for an area that was the Hunters Point Shipyard.

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F3: 6: MUNI employees claim that safety standards have been relaxed in order to meet operating schedules. Response to Finding Cleopatra Vaughns Chair Board of Directors Municipal Transportation Agency Michael T. Burns Executive Director of Transportation Municipal Transportation Agency August 25, 2004 Wholly Disagree Muni has not relaxed its safety standards and has never trained operators to sacrifice safety to meet the schedules. Our goal/motto has always been “Safety First”. The most recent Triennial Review conducted in 2001 by the Federal Transit Administration reviewed our safety and security practices and found no deficiencies. Reference: Operator Bulletins

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Additional Recommendations 4

Not linked to specific findings.

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R2: Build Additional Schools in the Bayview Hunters Point District. SFUSD and the Redevelopment Agency should forge a plan to build additional schools in the Bayview Hunters Point region in order to address projected needs arising from development of new housing. Responses Marcia Rosen Executive Director San Francisco Redevelopment Agency August 25, 2004 The Agency acknowledges that a key point being made in Recommendation 2 of the Report is the need for the Agency to work more closely with the SFUSD as the implementation of the Hunters Point Shipyard Redevelopment Plan moves closer to realization. The Agency, however, does not believe additional schools will be required as a result of housing to be developed on Parcel A and Parcel B of the Shipyard. The Agency has recently commissioned a fiscal and economic impact analysis with San Francisco-based Seifel Consulting Inc. (“SCI”) for Phase I of the Shipyard. The report is currently in draft form and is being reviewed by Agency staff. The study includes an analysis of the SFUSD’s June 2003 Facilities Master Plan. The SFUSD projections assume that new housing will be built at Hunters Point Shipyard, including 360 affordable housing units. As the proposed number of affordable housing units is different than projected in 2002 by SFUSD, SCI consulted with SFUSD regarding how to project student enrollment from the Shipyard based on the latest Phase I development projections. At the direction of Myong Leigh, Chief of Policy and Planning for SFUSD, SCI utilized the same methodology described in the 2002 SFUSD demographic forecast to project SFUSD student enrollment from Phase I. Based on this methodology, the SFUSD student generation is projected to be greater from the affordable, non-age restricted, housing units than the market rate housing units. Approximately 288 students are projected to be generated by the 411 affordable housing units that are not restricted to occupancy by age, based on the SFUSD forecast of 0.7 students per 140 affordable housing unit. No SFUSD students are projected from the 102 age-restricted, senior affordable housing units. SFUSD does not make a separate effort to estimate the student generation from market rate housing, since a regular level of enrollment growth from new housing is already included in the historical student grade progression. To account for the total impact from Phase I, the student yield from market rate housing units is projected based on the citywide student yield rate of 0.19 students per housing unit according to SFUSD forecasts. Thus, approximately 206 SFUSD students are projected from the 1087 market rate units. At the build-out of Phase I, 494 SFUSD students are projected from Phase I, or an average yield of 0.31 students per housing unit. The Agency relies on SFUSD’s experience and expertise in assessing the capacity of its facilities and notes that the draft SCI report also states: San Francisco public school enrollment has been steady over the past two decades, but declines in the elementary level have been observed during the past few years and are anticipated to continue as the number of births continues to drop in the city. By 2011, total public school enrollment is projected to decrease by between 9 and 13 percent from its current enrollment of 60,900. Thus, the anticipated 494 students from Phase I development at the Shipyard will not trigger a need for new school facilities. Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 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 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.” SFUSD will cooperate with the Redevelopment Agency in order to remain informed about its plans for development and its impact on District schools. 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. Marcia Rosen Executive Director San Francisco Redevelopment Agency June 22, 2005 In 2004, the Agency hired Seifel Consulting Inc. (“SCI”) to conduct a fiscal and economic impact analysis for Phase I of the Shipyard. Included in the study is an analysis of the SFUSD’s June 2003 Facilities Master Plan. Additionally, SCI consulted with SFUSD regarding how to project student enrollment for the Phase I development at the Shipyard. Based upon SCI’s analysis, approximately 494 SFUSD students are projected from Phase I. Additionally, by the year 2011, total public school enrollment in the SFUSD is projected to decrease by between 9 and 13 percent from its current enrollment of 60,900. Based on the aforementioned facts and data, SFUSD has not determined that additional schools will be required as a result of housing to be developed during Phase I of the Shipyard. If in the future, SFUSD determines that additional schools are necessary in the Bayview Hunters Point region as a result of future development at the Shipyard, the Agency will cooperate with the school district to address the need for additional educational facilities. Arlene Ackerman Superintendent of Schools San Francisco Unified School District June 30, 2005 As noted in the District’s original response, the Master Facilities Plan did not identify a short- term need to develop new schools. Moreover, the Redevelopment Agency’s economic impact analysis similarly did not project a short term need for new schools based on the development of the Hunters Point Shipyard. Finally, the Consent Decree includes a plan for Bayview Hunters Point, and therefore the issue of opening new schools would have to be vetted with the parties to the lawsuit and be approved by the federal Court. However, the District will cooperate with the Redevelopment Agency in order to remain informed about its mid and long term plans for development and the impact on District schools, and will continually re-evaluate the need for new schools based on changing circumstances in the District.

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R3a: Establish a Program to Record and Analyze All Incidents and Accidents MUNI should establish a program to record and analyze the causes of all incidents/accidents. The system would categorize each incident/accident by type, operator, transit line, division, claims and/or settlement costs and whether avoidable or unavoidable. The system should be designed to prevent multiple accident entries. The data should be readily available so that it can be used to establish procedures to reduce claims and their associated costs. 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 already done so. 121

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R3b: Evaluate the Effectiveness of Its Training Program. MUNI should evaluate the effectiveness of the current training program with an emphasis on accident prevention. Response Cleopatra Vaughns Chair Board of Directors Municipal Transportation Agency Michael T. Burns Executive Director of Transportation Municipal Transportation Agency August 25, 2004 Implemented. This is done on an ongoing basis. The Executive Director of the MTA reviews all accidents/incidents daily and meets weekly to review employee accident records and retraining steps taken. General Responses Adele Destro Assistant Clerk of the Board Board of Supervisors August 12, 2004 The following is a report on the 2003-2004 Civil Grand Jury Report regarding the Municipal Transportation Agency in accordance with Penal Code Section 933 and Administrative Code Section 2.10. The Board of Supervisors’ City Services Committee held a hearing today on the Civil Grand Jury Report, On-Time Performance and Service Goals Remain a Fiction: MUNI’s Mismanagement and Worker Problems. Representatives from the Civil Grand Jury addressed their findings and recommendations, and the Municipal Transportation Agency addressed certain disagreements with the Civil Grand Jury Report. Per Michael Burns, Executive Director, Municipal Transportation Agency, a formal written response to the Civil Grand Jury will be submitted within the required deadlines. Cleopatra Vaughns Chair Board of Directors Municipal Transportation Agency August 23, 2004 On behalf of the Municipal Transportation Agency Board of Directors, I am responding to a Civil Grand Jury report released in June 2004. We fully concur with the response to the recommendations and findings as provided to you by the Executive Director of Transportation. While the report appears to have taken a superficial look at three areas, we wish to focus on comments made by the Civil Grand Jury relative to management performance, in particular, the claim that the organization lacks leadership. We take exception to the claim that a strong leadership presence is non-existent. The remarkable turn around of this Agency over the past five years is proof positive of the strong leadership provided by Mr. Burns and his leadership team. Prior to Mr. Burns’ arrival, Muni was in a serious condition, having experienced over a decade of systematic defunding, a demoralized staff and factions throughout the organization who were working contrary to the best interests of the organization. Since his arrival in 1999: • Muni has had five consecutive years of balanced budgets. • Muni has initiated major construction projects, such as the Third Street Light Rail Project and the Ocean Avenue Reconstruction Project. • Muni has completed many projects on time and within budget, such as the Ocean Avenue Reconstruction project. • There has been continuous improvement in service, from 48% on-time performance to 71.5% today. • Muni has received public acknowledgement, on many occasions, for providing reliable service to major events. Most notably the opening of SBC Park and the World Series. • Muni has passed every California Highway Patrol inspection and has had positive audits by the California Public Utilities Commission, Federal Transit Administration, and the Metropolitan Transportation Commission. 123 • Muni has a Mission, Vision, Values statement that reflects the deep commitment of its employees to provide a transit agency that is internationally recognized for excellence. Mr. Burns has had to make many difficult decisions over the past few years but none so difficult as raising Muni fares for the first time in eleven years and in light of a continued economic downturn, the unpleasant task of laying off employees. Mr. Bums has earned national recognition and many accolades from the public sector and has received numerous national, regional and state awards including: The Metropolitan Transportation Commission Grand Award in 2002; California Transportation Foundation “Tranny” Award for Top Manager in 2003 and the Clean Air Champion Award from the Bay Area Air Quality Management District in 2002. The report also alleges that Mr. Bums and his staff have no plans to achieve an 85% on-time performance delivery. Mr. Bums and the MTA Board have had numerous discussions regarding staff s efforts and strategic plans to attain the goal of 85% on-time performance. Those plans have been presented and discussed with the MTA Board of Directors at meetings, which are open to the public. We are disappointed that the Civil Grand Jury concluded that no plans exist when a quick review of our meeting minutes, readily available on Muni’s website, provides evidence to the contrary. The MTA Board of Directors and the City and County of San Francisco are proud to have an experienced, effective, and nationally recognized leader at the helm of the Municipal Transportation Agency. We find that this report is in no way an accurate reflection of the Agency nor it's leadership. Michael T. Burns Executive Director of Transportation Municipal Transportation Agency August 25, 2004 Attached are the responses to the June 2004 Civil Grand Jury Report as required by California Penal Code Sections 933 and 933.05. In addition to my responses to their recommendations and

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Affordable Housing Bond Program:

10 pages 4 findings 4 recommendations

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Findings & Recommendations 4 findings

F1: The maximum sales price for properties set in October 2004 has been overtaken by a rising local real estate market.

Related Recommendations (1)

R1: The current maximum sales price limits are based on 2004 real estate prices and are unrealistic in the present real estate market.

F2: The program is on a “first come, first served” basis.

Related Recommendations (1)

R2: When the program was established in 1996, section 43.3.7 of the Administrative Code of the City required the Mayor’s Office of Housing (MOH) to file an annual report with the Board of Supervisors on the status of the Affordable Housing and Homeownership Program. The CGJ has been unable to determine whether any report was filed after 2002. The Civil Grand Jury of 2005/2006 offers the following suggestions: (cid:131) Raise the maximum sales price for properties. (cid:131) Establish a waiting list when funds have been depleted. (cid:131) Initiate a ballot proposition that provides additional funding for the DALP (cid:131) Ensure that the Mayor’s Office of Housing files the required annual reports. II. Introduction In November of 1996 the voters of the City and County of San Francisco (the City) approved Proposition A, the Affordable Housing and Homeownership Bond Program, a $100 million general obligation bond to expand affordable housing opportunities for low- and moderate- income residents. $85 million of the bond proceeds were to be spent for acquisition, rehabilitation and construction of rental units for households with annual incomes of no more than 60% of the San Francisco metropolitan area-wide median ($62,000 in 1996). The remaining $15 million was to be invested in down payment assistance loans for first-time homebuyers with annual incomes at or below the area-wide median. The Board of Supervisors ordinance (449-97) that established program guidelines requires that the bond proceeds be deposited in two accounts: the Development Account for the rental housing component of the program and the Down Payment Assistance Loan Program Account for the homeownership component. This latter program is the only focus of the CGJ’s investigation. It works as follows: 1 The City makes interest free down payment assistance loans, which are to be repaid into the City’s DALP fund when the homeowner sells. At such time, the City receives back not only the original principal amount but also its share of the appreciation of the home in proportion to the City’s participation in the financial transaction. Hence the fund is considered an “evergreen” fund, or a “revolving loan fund” that is available to be lent out again and again.1 DALP loans are made on a first come, first served basis. All properties purchased with down payment assistance loan funds must be single-family residences located in the City including condominiums, townhouses or cooperative units. The DALP is administered by the Mayor’s Office of Housing (MOH) with the assistance of six participating lenders each of which is either a bank or a mortgage company selected by MOH. Participating lenders submit applications to MOH for approval after determining that the borrower is eligible for a first mortgage and appears to be eligible for a second loan from the City to assist the borrower with a down payment. III. Procedure The Civil Grand Jury (CGJ) used multiple sources of information to determine the current status of the DALP and to ensure that our findings and recommendations are credible, valid and realistic. The CGJ: • Reviewed studies and recommendations made by SPUR (San Francisco Planning & Urban Research Association), and by the Budget Analyst of the Board of Supervisors • Interviewed individuals and personnel from City departments knowledgeable about the DALP • Examined documents available on the www.sfgov.org website and the www.huduser.org website. Interviewees included personnel from the Mayor’s Office of Housing, DALP Homebuyers Education Counseling Agencies, participating lenders, and the San Francisco Redevelopment Agency. Example: A unit is purchased for $400,000 with a DALP loan of $60,000. When the residence sells it might generate $600,000, an appreciation of $200,000 or 50%. The borrower repays the City the original $60,000 plus $30,000 which is the 50% appreciation of the loan.. IV. Background Those who wish to apply for a Down Payment Assistance Loan must do the following:

F3: The current fund is too small to address the need for affordable housing.

Related Recommendations (1)

R3: Be approved by the MOH for a DALP loan. A. Education Counseling Agencies. Borrowers are required to complete an approved first-time homebuyer’s education course. Applicants for down payment assistance must include a certificate of completion with the application package. There are five non-profit education counseling agencies approved by the U.S. Department of Housing and Urban Development. They organize workshops which are free and typically include: A. Credit review B. Advantages of budgeting C. Lender underwriting guidelines D. Down payment and closing costs E. Shopping for a mortgage F. Notice of affordable homeownership opportunities. In addition, applicants attend individual counseling sessions that include a discussion of home maintenance. The agencies serve as liaisons between the buyer and potential lenders. The agencies make an initial determination of the applicant’s eligibility and help to prepare the DALP application. At this point the applicant may shop for a home within the price range set up by the MOH. B. Participating Lenders. The borrower must secure a commitment of a first mortgage from a participating lender. The borrower must contribute a minimum of 5% of the purchase price toward the down payment (3% must be the borrower’s own funds, the balance may be in the form of a gift or grant). The bank decides if the applicant qualifies for the loan and prepares the necessary paperwork. The loan and the DALP application are then forwarded to the MOH for approval. C. Mayor’s Office of Housing. The Down Payment Assistance Loan Program is administered by the MOH in conjunction with the participating lenders. The MOH determines the income limits and subsidy levels for the program. The income limits, and their percentage of median income, depend on the household size – from one person to four or more – and vary from $49,875 to $95,000 (effective February 2005). The maximum DALP loan amount is $100,000 or 30% of the purchase price, whichever is less. The lower the income, the higher the possible DALP loan. The maximum sales price for properties purchased with DALP funds are established by the MOH and as of October 2004, are: Unit size maximum sales price Studio/one bedroom $360,000 Two bedrooms $480,000 Three bedrooms $550,000 Four or more bedrooms $620,000 Other restrictions are: (cid:153) Properties must be single-family residence units in the City and County of San Francisco, (cid:153) The borrower’s household size must be compatible with the property size, (cid:153) Borrowers must occupy the purchased properties as their principal residences, and (cid:153) Properties must remain owner-occupied throughout the terms of the loans (maximum of 40 years). MOH notifies the lender and applicant if it approves the application for down payment assistance. The funds that were approved are sent to the escrow agent and the deed of trust to the property will reflect the City’s contribution and the conditions under which the loan must be repaid upon sale of the residence. V. Discussion A. Education Counseling Agencies. These education counseling agencies are private and non-profit organizations, existing by receiving private grants and through their own fund-raising. The Civil Grand Jury believes these counseling agencies are well managed and staff has their clients’ welfare uppermost in their minds. In interviews personnel from the agencies said they were not aware of any discrimination due to ethnicity in the administration of the DALP or any other unfair rejection of their clients. There is a problem in that the current approved maximum sales price limits are unrealistic. It has become very difficult or nearly impossible to find a one-bedroom home in San Francisco for $360,000, or a two-bedroom for $480,000, or a three-bedroom for $550,000. Thus it is not possible to take advantage of the approximately $3,400,000 of DALP funds that are available today for allocation to new borrowers. An interviewee suggested an increase of at least 15% from the Oct. 2004 value scale would be appropriate. B. Participating Lenders. The lender determines if the applicant qualifies for a loan and helps the homebuyer with the loan application. The lenders interviewed indicate that the homebuyers have not been discouraged by the process. There have been no defaults on the loans under the DALP. Due to the low maximum sales price limits many first-time homebuyers have needed both the Below Market Rate (BMR) Units of the San Francisco Redevelopment Agency and the DALP. There are two problems with this linkage: There are about 200 applicants for each available unit (allocated by lottery); and on resale the appreciation of the BMR Unit is limited to the increase in median income, not to the increase in real estate market value. Thus, the DALP revolving fund appreciates to a much lesser degree. Sometimes it is possible to combine the DALP loan with the California Homebuyers Down- payment Assistance Program (CHDAP) loan. The California Housing Agency web site states “CHDAP offers a unique interest rate, and the repayment of principal and interest is due on the sale of the residences.” The fact that there are 200 applicants for each available BMR unit is an indication of the great need for affordable housing assistance. C. Mayor’s Office of Housing. By the end of the summer of 2002, 240 loans had been made to first-time homebuyers under the DALP. This obligated all the initially available funds. A SPUR report of July 2002 found that the DALP has been an effective and efficient program. In a letter of March 29, 2006, to the CGJ the Director of the MOH provided current statistics: (cid:190) 293 loans have been made since inception of the program (cid:190) The average loan is for $61,000 (cid:190) 68 loans have been repaid by borrowers (cid:190) There have been no defaults (cid:190) $3,400,000 is available to allocate to new borrowers. However, it should also be noted that when the program was established, section 43.3.7 of the Administrative Code of the City required the MOH to file an annual report with the Board of Supervisors on the status of the Affordable Housing and Homeownership Program. In June of 2002, the Budget Analyst criticized the MOH for publishing the Annual report prior to the end of the 2001/2002 fiscal year covered by the annual report. The Analyst insisted that in future years the reports be made after the closing of the fiscal year. The CGJ has been unable to determine whether MOH filed any annual report after 2002 and the MOH was unable to supply the CGJ with a report as regards DALP for the year ended June 30, 2005. The participating lenders indicate that the MOH is responsive and returns application packages within five days. Rejected applicants can appeal to the Director of the MOH. An interviewee stated that there have been no objections to the “first come, first served” basis to lending, however it may be appropriate to develop a waiting list when funds have been temporarily depleted. D. Benefits of Homeownership to the Community. Assisting low- and moderate-income households by providing greater access to homeownership, as an instrument of social mobility is an important tool for enabling the lower middle class to remain in San Francisco, working against a city inhabited predominantly by the rich and very poor. The U.S. Department of Housing and Urban Development has published many studies on the benefits to society of homeownership. A summary of some of their findings follows: (cid:57) Homeownership (HO) benefits neighborhoods as well as individuals because owner- occupiers have a financial stake in the quality of the local community. (cid:57) HO expands individual opportunities to accumulate wealth, enables a family to exert greater control over its living environment, creates incentives for households to better maintain their homes, and may benefit children of homeowners. (cid:57) HO is associated with gaining access to high quality public services and amenities. (cid:57) HO is the primary means of long-term wealth accumulation and financial security for most American families, and plays an important role in promoting neighborhood stability and civic engagement. (cid:57) Parents who own their own home may be helping to boost their children’s educational achievements and even reduce behavioral problems. (cid:57) The greater stability of homeowners is good for child development. (cid:57) Homeowners tend to stay in one place longer than renters. This stability means that children stay in the same schools, and parents and children invest more time in developing positive relationships with their neighbors and the community. (cid:57) A boost in HO strengthens the economy by creating jobs and the need for more durable goods. (cid:57) The longer one puts down roots, the more stake one has in supporting local institutions. VI. Conclusions: Findings and Recommendations The Civil Grand Jury finds that the Affordable Housing Bond Program has been successful but it has some shortcomings that should be addressed. More importantly, a new bond measure should be sponsored for more affordable housing as the program addresses deeply held values such as equity, opportunity, and the right to a home.

F4: The Mayor’s Office of Housing has not filed annual reports on DALP since 2002.

Related Recommendations (1)

R4: The Mayor’s Office of Housing has not filed annual reports on DALP since 2002. Recommendations:

Additional documents

Documents found alongside this year's reports — not grand jury reports or responses.

Grand Jury Appendix A6 pp.