A school board position comes with great power; it must also come with great responsibility

SSF City Clerk Rosa Govea Acosta (left) swears me in for my first full term as a Trustee for the South San Francisco Unified School District Board on Dec. 13, 2018.

On Nov. 6, voters re-elected me to a new term on the South San Francisco Unified School District's Board of Trustees after I had spent the previous 2.5 years filling out the term of the late Rick Ochsenhirt. I had been elected to a two-year term in 2016 after being appointed earlier that year, and this election netted me a full four-year term -- as well as the most votes among eight candidates (thanks everyone!).

Last month, former Trustee (and current South San Francisco City Clerk) Rosa Govea Acosta ceremoniously swore me in (above) and I got down to work with my new colleagues. They honored me with their votes and elected me to the presidency of the Board for 2019.

Being president gives one a soapbox, and in my Dec. 13 inaugural address, after a page of thanking voters, my colleagues, and my family, I drew upon the inspiration of the recently-departed Stan Lee, and reminded my colleagues on the Board that while student learning is our primary responsibility, we can’t other ignore situations in which we can help, because the costs down the line of not doing so will be great:

I enter this new role, and I’m sure trustees Flores and Richardson enter their new positions with similar feelings, mindful of the words of a great author who recently left us: “With great power, there must also come great responsibility.”

When Stan Lee wrote those words in 1962, he may not have had school boards on his mind, but the lessons apply to them just as well – there is possibly no greater power in our society than that of those who shape the minds of our next generation, and certainly there is no greater responsibility than that next generation’s care and safety.

Think of what happened in that famous issue of Amazing Fantasy where the phrase was first used and think how it applies to our role: Peter Parker, high on his own hubris after gaining great power and focusing on his own wants, refuses to help a security guard stop a robber despite being in a prime position to do so. That decision later results in tragedy for Peter’s family, as that robber later killed Peter’s uncle Ben.

So it is with the school board. We must not revel in our roles and become insensible to the needs of others. Our authority is narrow, but influential. We need to be aware of what our staff, our families, and, above all, our students, require, and we need to work together as a team to get it to them.

We all enter this position with our own expertise, passions, and ideas for the future. But ultimately, we as a Board must work as a unit, with our guiding principles directed by our LCAP, which was put together in consultation with our community, and is continues to be updated in consultation with all our stakeholders.

As a District and Board, we have made great strides over the years, but there remain challenges. For example, we have a teacher shortage. We have an achievement gap. We have seen complaints in the community about test scores at certain schools. But what do those test scores really measure? They don’t necessarily measure a teacher’s ability to teach or a student’s ability to learn. But test scores are  good measures of poverty and socio-economics -- especially in a District such as ours that is de facto segregated by income.

If you measure our students to like students in similar districts, however, the South San Francisco Unified School District acquits itself very well. As Dr. Moore wrote in the San Mateo Daily Journal yesterday, we are committed to offer the support students need to achieve equal outcomes, and that’s why our Board’s key focus has been – and must continue to be – equity, not necessarily equality. We need to get the most help to those students who most need it, and, as this District transitions to a neighborhood-based election system, we need to ensure equity remains a concrete part of our District’s culture going forward.

Our challenges are exacerbated by the high costs of housing in our region, which affects everything in our District: teachers and classified staff, who find it difficult to stay in our District or sometimes even in education as a profession altogether with what we can pay; Our students, who sometime have parents who can’t help with homework because they work multiple jobs and are either out working or too fatigues, and; families worried about housing security, resulting in instability that affects their students’ performance.

Our job is to educate those kids, but I think it is also our imperative as a District and a Board to advocate for our families. And by that, I mean both the families of our students and the families of our teachers and staff – two groups, by the way, that are often one and the same.

Unlike Peter Parker, who refused to stop the robber because it was “not his job,” we can’t ignore situations in which we can help, because the costs down the line of not doing so will be great. So, I challenge our cabinet and my fellow Board members: remember that while student learning is our priority, we must be able to help our families if we have the means to do so.

Some examples of what we can do:

•        We can discover what additional financial resources we can offer to help those we employ, funded by school finance reform measures such as efforts to close commercial loopholes in Prop. 13.
•        We can advocate for our school families before local planning officials to convince them to allow sufficient affordable units in northern San Mateo County in order to blunt rent prices.
•        We can continue and expand parent education programs, such as English classes for parents at Los Cerritos
•        We can expand after-school care options at our high-demand campuses

Finally, whatever one's opinion is on the development in our community, everyone agrees that the schools need to be ready for a changing, growing population. This means we need to ensure we have the capacity, both in terms of staff and structures to accommodate those new students.

If we can implement strategies such as those I just mentioned, more parents can help with homework, fewer students will feel insecure, and more teachers will stay with our district and become even more effective in the profession. Those positives will result in better outcomes for our students.

Because when you come down to it, this job comes down to doing what is right for Ian, Charlotte, and the more than 8,000 other students in our District.

We have the great power, now let’s show that great responsibility.

For video of the meeting, click here.

SamTrans plans radical service adjustments in 2012

Most SamTrans lines are beneath industry standards for both amount of trip subsidized and boardings per hour, according to officials at the transit system.

SamTrans, San Mateo County's mass transit authority, has been bleeding financially for years. In 2009, the agency cut service by about seven percent (down from the 15 percent initially proposed) and raised fares by 25 cents each way in order to trim about $7 million from its budget.

Even so, the cuts have not been enough. SamTrans has been running a "structural deficit" (one in which even in good economic times, expenditures exceed revenue) for almost a decade. This past fiscal year, that deficit initially amounted to nearly $30 million, leading to -- among other things -- a two-thirds cut in the District's contribution to Caltrain (which almost doomed the latter agency). SamTrans Chief Executive Mike Scanlon told me last year that while reserves had covered losses in previous years, it was "only a couple" more years until those reserves were depleted. Some have even theorized that SamTrans is on the brink of dissolution because of its poor financial state.

So it's no surprise that the agency is looking to completely revamp its service. The district is formulating what it calls the "SamTrans Service Plan," using a combination of professional planning, consulting and public input at a series of public workshops along the Peninsula.

The objective, according to SamTrans documents is to identify both service strengths and areas for improvement, as well as seek to improve ridership over the next five to 15 years. Ultimately, the agency seeks to become a more "market-responsive" entity.

"Our goal is to increase ridership and respond to the different markets in our community," said SamTrans planner Marisa Espinosa to about 20 members of the public and a number of transit officials gathered Wednesday at SamTrans headquarters.

SamTrans facts:
Vehicles: 399
Bus stops: 2,564

Employees
Bus operators: 294
Mechanics: 90
Administrative*: 301
Total: 685
*(Shared with Caltrain and San Mateo Transportation Authority)

Each weekday, according to the National Transit Database, more than 51,300 trips are taken on SamTrans -- less than one-tenth the number handled by San Francisco Muni. Passenger fares cover only about 18.6 percent of SamTrans' operating costs (actually an above-average figure for a suburban bus district), meaning that each bus rider's trip is subsidized about $5.14 from tax dollars.

In a series of public meetings culminating in a Wednesday workshop at the District's headquarters in San Carlos, officials gauged public reaction to three different alternatives for SamTrans' future. SamTrans planners and consultants briefed attendees about the process, including a summary of recent ridership studies, and collected instant feedback from clicker devices supplied to audience proposals about a series of proposed service adjustments.

The first alternative was simply to leave service more or less as it is now. While most of the audience liked that such an alternative would not drastically cut service, a full 50 percent of those voting thought the biggest drawback of that scenario was that it reduced opportunities for investment in new or productive service. Support for the "stand pat" alternative was lukewarm, with only 23 percent of the voters strongly supporting it.

Scenario number two would drastically increase service on the heavily traveled routes on El Camino Real, to as little as 10 minutes peak service between Daly City and Redwood City and 15 minute (all day) between Redwood City and Palo Alto. But such an increase would come as the price of reducing service on local, cross-town routes in San Mateo County. Some poor-performing routes (specifically lines 53, 58, 72, 132, 141, 280 and 294) might face elimination altogether.

While 73 percent of those voting thought that more-frequent service on El Camino Real would be the best outcome in this scenario, 7/12ths of those voting were not happy with the trade-off of cutting service to other routes. Only 19 percent of the voters strongly supported scenario number two, while 50 percent either somewhat or strongly did not support the scenario.

The problem with an El Camino Real emphasis, in my opinion, is that it is based on a false premise. Certainly the ECR routes are the most crowded, but that's because service is already so geared to serving the ECR corridor -- going back to at least the 1998 reorganization of SamTrans' service, which forced most service onto El Camino Real. I believe that if SamTrans is to attract the discretionary rider, it needs to have significant service near people's homes then get them onto ECR or to a train station for a longer commute.

The third scenario may be the most revolutionary, and potentially shows the most promise. This scenario would invest in the productive El Camino Real corridor, but also invest services in the "core market" areas (where housing denisty and transit use are greatest) of Daly City, South San Francisco, San Mateo, Redwood City and East Palo Alto. While some areas of the county might see reduced service (sorry Belmont) and there would be less service into downtown San Francisco, other services would gain.

To me, the best part of this plan is a service I have long advocated for: a limited-stop bus along El Camino Real. For nine years on the SamTrans Citizens Advisory Committee, I told administrators that it shouldn't take almost two hours to get from Daly City to Redwood City on the bus (some rush hour trips hit this mark). A bus that stops only once a mile or so (instead of the 1/4-mile between most stops) would cut a significant portion off that time. Santa Clara County VTA's line 522, which I took frequently while working in Santa Clara over the summer, has been a great success.

Besides the limited stop service, the frequency of regular buses on ECR would increase and important cross-town routes, like the 130 in Daly City/South San Francisco and the 296 (from East Palo Alto to Redwood City), would also come more often. Fully 58 percent of the audience somewhat or strongly supported scenario three (I was in that latter group).

Based on public input during the recent workshops, planners are scheduled to come out with a preliminary proposal over the winter. Following another round of public comment, a final proposal for service adjustments should be before SamTrans' Board of Directors in Spring 2012. SamTrans officials said they welcome continuing public input. Comments can be made online at samtrans.com, SamTrans on Facebook, or by calling (650) 508-6338.

Some of SamTrans' most heavily subsidized routes may face elimination under new service proposals. The route with the largest subsidy, Line 38, is used to transport homeless individuals to the Safe Harbor shelter near San Francisco International Airport.

The hippification of Bob St. Clair

Bob St. Clair was one of pro football’s most-feared tackles in the 1950s and 1960s. The burly (6-foot, 9-inch, 263 pounds) St. Clair was one of the San Francisco 49ers’ most-potent weapons, blocking on both offense and defense, and led the Red and Gold by being named to nine all-NFL teams and five Pro Bowls.

St. Clair was elected to the Pro Football Hall of Fame in 1990 for his accomplishments.

After retiring from the NFL, St. Clair got into politics, serving first as a councilmember in Daly City, then as a member of the San Mateo County Board of Supervisors from 1967-1975. By all accounts, he was as nimble politically as he was on the gridiron.

A few years back, when I worked in Redwood City’s Hall of Justice as a public safety dispatcher, I would look at the pictures on the walls honoring former supervisors while on breaks. St. Clair’s photos always stood out to me, not only because he was head and shoulders above his fellow supervisors, but because of a gradual process I can only call … “hippification” while on the Board.

Over the course of six or seven years, you can watch as St. Clair transformed in official group photos from an uptight, if tall, “suit” into a ‘70s fashion disaster, complete with denim jacket, long-ish hair and tinted glasses. It’s both amusing and gratifying that San Mateo County had such “hip” (or should that be “groovy?”) representation.

Here’s the relevant pictures, taken earlier today while I was in the building for jury duty (for which I was quickly dismissed – guy was accused of stealing a Blackberry. I think the alleged thief was doing the victim a favor!). Please forgive the picture quality, as these were taken with an iPhone 3G in low light and of a framed phtograph covered by glass (hence the glare/reflections).

In 1968 (below), St. Clair (standing left) was well-groomed, wearing a smart tie and looking every bit the 1960s politician:

In 1969, St. Clair (sitting center) defied tradition with a khaki jacket, but still was conservative in his dress:

By 1970, St. Clair's hair (back row, middle) was a little shaggy, in line with the times, but still wouldn't raise many eybrows:

The same in 1971 (St. Clair in the center):

Here we go! By 1973, St. Clair (far right) looked as if he were going on safari,his open coat and lack of tie defying tradition:

Finally, by 1973, St. Clair (center) clearly doesn't give a frak about what others think. He's going to make a hole for legislation like he opened the pocket for Y.A. Tittle. Check out the hair, glasses and coat:

I met St.Clair a few times back in 2001, when I served as extra mid-week security for Candlestick Park after the terrorist attacks of that year. St. Clair, at the time a 49ers consultant, would drop in a few times a week to visit the offices and would check in with me at the gate. He seemed a really nice fellow.

And his hair was short.

What goes through a kid's mind at dinner

While I was in class tonight, the missus took the opportunity to take Ian out to dinner with a couple friends. If you ever wondered what a kid thinks while he's at a restaurant, just give him an iPhone and tell him to take notes.

My six-year-old wrote the following:

6:06 p.m. -- We are almost at the restaurant
6:44 p.m. -- We are now at the restaurant
6:45 p.m. -- We're at Outback Steakhouse
6:46 p.m. -- I like Outback Steakhouse
6:47 p.m. -- My food is not here yet
6:47 p.m. -- I am getting Chicken
6:48 p.m. -- Bread is here
6:48 p.m. -- But my food is not
6:49 p.m. -- I got Root Beer
6:51 p.m. -- They are getting my food
6:52 p.m. -- Outback Steakhouse is good
6:55 p.m. -- My Food is still not here
6:56 p.m. -- I like songs
(food comes, they eat, Ian resumes taking notes)
8:13 p.m. -- We we're at Outback Steakhouse
8:14 p.m. -- Sharkboy and Lavagirl are cool
8:15 p.m. -- Fireboy and Watergirl are cool also
8:17 p.m. -- I made up Sharkgirl and Lavaboy and Firegirl and Waterboy

Grammar and spelling as by the author. And "Sharkboy and Lavagirl" was horrible.

Going under the knife (endoscope, actually)

A couple springs ago I had really bad hay fever sandwiched by a series of colds that put a lot of stress on my sinuses. I've had moderate allergies for some time, but this series was unusual in that it continued for almost two months, after which my left nostril -- and only my left nostril -- was consistently snotty.

In the fall of 2006, while clearing the aforementioned left nostril, I felt a small growth. The growth was basically obstructing the left nostril, causing airflow problems, snoring and (apparently) contributing to my mucous problem. A quick self-diagnosis indicated I had a nasal polyp. Because nasal polyps are typically benign, and this one's problems have been manageable -- and because I have terrible insurance -- I've let it go until now.

But with the trip to Australia forthcoming, I've decided now's the time to act. I'll be doing a lot of hiking, so good airflow's important. I'll be sleeping on crowded trains and in hostels, so I'd rather not bother the folks around me with loud snoring. I'm also just plain fed up with spending a small fortune on Kleenex. So last month I saw a doctor, who referred me to an Ear, Nose and Throat specialist.

I described my symptoms to her, and she said that I probably just had severe allergies as nasal polyps are rare. No sooner did she look inside my nose, however, than she said, "Oh! You were right, you do have a polyp." (I felt somewhat vindicated.) Since it was one large polyp, the doctor said a quick endoscopic surgery would probably have better results than medication, and I agreed. She set me up for a CT scan (if you're going to be poking around near the brain, better to have a look around first) and then a surgery date.

I had my pre-operation appointment yesterday and we confirmed that I will be having surgery on Friday, Oct. 10, a week from today, at Seton Medical Center in Daly City (pictured).

The doctor will go up my nostril with an endoscope, essentially scrape away the polyp and then cauterize the removal spot. There will be no cutting from the outside. Originally, I had thought I could get by with just a local anesthetic, but she confirmed yesterday that I will indeed be out for the operation. The procedure should take about two hours and then I'll be free to go once I'm awake (barring any complications, of course).

I will be going home with my nose stuffed with gauze, bandaged and possibly with some bruising and/or a black eye. I will have to change the gauze frequently in the first few days, as it will become saturated with a disgusting mix of snot and blood. Nice. But I should recover completely within about two weeks and be able to make the 14-hour plane trip and three-week excursion with ease.

Of course, it will be spring then Down Under and my allergies will probably kick in. Sigh.

It's like a FPS — that costs $500,000

A cellphone-made photo of me behind the wheel of SamTrans' bus simulator at the agency's North Base. With me is SamTrans training manager Jeff Johnson. Photo by Ed Proctor

After tonight's SamTrans Citizen's Advisory Committee meeting — at which my cohorts unanimously passed my resolution accepting the need for a 2009 fare increase, but noting certain reservations — members took a tour of SamTrans' North Base facility, near San Francisco International Airport.

We saw the sprawling storage yard, maintenance garages, brake testing machines, dispatch center and crew facilities. But the most interesting thing on the tour was SamTrans' bus simulator, for which I was lucky enough to get a turn.

Made by a company that also makes flight simulators, the bus simulator provided a fairly realistic experience. You are surrounded 360 degrees by video screens, realistic sounds, force feedback on the steering wheel and vibrations resembling a diesel engine emanating from under the seat. A computer can simulate real traffic and weather conditions and I "drove" in a heavy urban setting, complete with heavy rain and suffocating fog (or, as I call it, summer in Daly City).

Driving a bus is a little more difficult than driving a car, or even a U-Haul truck (the biggest vehicle I have actually driven). The length of the vehicle makes tight turns very difficult, the heavy mass makes it almost impossible to stop quickly and smoothly and the power of the diesel engine is deceptive. Despite getting a mild case of vertigo (reminicent of playing Doom), I drove the equivalent of a couple miles and did fairly well: three curb strikes; five missed turn signals, mostly while changing lanes (the turn signals were in an unfamiliar place — the floorboard); one dead pedestrian.

To be fair, the last one was on purpose. Really.

Little stinkers

Stinker No. 1:


Ian at last week's Burlingame/Menlo-Atherton tennis match, which I covered for the San Mateo Times. The Burlingame tennis coach actually told me something along the lines of "I didn't discover watching girls playing tennis until I was in my twenties."

Stinker No. 2:
I finally had my first blowout tonight, as El Camino beat Jefferson, 30-8, on a foggy Daly City field. The fog was probably the only familiar thing, as the Jefferson field has been completely renovated. In a previous post I decried the new artifical turf at Terra Nova*, but this was a field that really needed it.

Jefferson High -- the closest thing to an inner city high school one will find in San Mateo County -- opened in 1922 and it seemed like it hadn't been tended to since. The old field was usually muddy, bare and poorly marked. The "press box" was a four-feet by six-feet shack and what passed for a track was a concrete-hard surface covered with blowing dust. But the new field -- the whole stadium, in fact -- looks great.

While it's still under construction, the renovated stadium has already brought a new energy to the school, new spirit to the fans and even the lights (donated by alumnus John Madden) seem a lot brighter than they once were. Kudos to the Jefferson High School District and school bond voters. While educational priorities will always be debated, this field and track will help keep thousands of Daly City youths healthy and greatly benefit the community as a whole.

* Four weeks into the season, I have yet to see a game on real grass this year and have another game on turf (Menlo School vs. Lowell at Woodside High) on Saturday night.