
Glady Thacher, philanthropist who launched nonprofits from her S.F. living room, dies at 95
Like many of the big houses in San Francisco's Presidio Heights, Glady Thacher's home had a formal living room that nobody ever sat in during the day. One morning she came downstairs, saw all that wasted space and turned it into Enterprise for High School Students, a nonprofit Thacher dreamed up in 1969 to help city kids get summer and after school jobs.
With a copy machine on the piano, a Rolodex on the coffee table and a second telephone dragged in from the kitchen, Thacher recruited eight or nine neighborhood women who would sit on the floor going through binders of jobs and contacts. The nonprofit service was immediately in demand, with kids from all over the city ringing the doorbell for an interview that would result in a paying job.
Launched before internships became prevalent, Enterprise was the first big idea with legs that walked out of the Thacher living room on Washington Street, two doors from the home of the great 49ers receiver Gene Washington.
Her second big idea was the San Francisco Education Fund, which supplied financial assistance to public schools after California's Proposition 13 property tax measure started impacting their budgets. Her third act was to co-found San Francisco Village to help older residents address issues of aging and housing.
Thacher, who wrote an editorial for the Chronicle in 1994 titled 'The Life that Begins at 50,' led by example. So did her husband, James Thacher, a Montgomery Street attorney who walked 3.6 miles to work and 3.6 miles back in wingtips and wool suits until he suffered a fatal stroke at 83. Glady (a shortening of Gladys), as she was always known, started the San Francisco Education Fund when she was 50. She launched another nonprofit, the LifePlan Center, when she was 65 and continued working in philanthropy deep into her 90s, while also writing poetry.
After she was widowed, she became romantically involved with indefatigable Chronicle science editor David Perlman, and they became a couple until Perlman's death in 2021 at age 101.
Badly injured in an auto accident while driving on Lake Street from her house to Perlman's at age 89, Thacher required two surgeries, but recovered and became involved with another boyfriend when she was in her 90s. She lived in the house with the useful living room until her dying day, April 3. She was 95 and died peacefully in her sleep.
'She would get an idea and she would pursue it to the end,' said her daughter Hally Thacher, a painter and sculptor in New York City. 'She loved getting people together, having a cause and going for it. And she did it in a very understated way.'
Gladys Pomeroy Stevens was born July 11, 1929, in New York City. She grew up in Old Chatham, in upstate New York. In elementary school, she went to boarding school at the Shipley School in Bryn Mawr, Pa. She was introduced to New York society at the debutante ball in 1947.
While still in high school, she came west for the first time to visit a friend in Lake Tahoe, where she met James Thacher, a Yalie whose family founded the Thacher School in Ojai. She was 17 and he was 22, having had his undergraduate experience interrupted by service in the Army during World War II, which included combat action as a radio operator in a communications platoon of the First Army.
After that summer in Tahoe, the romance continued east as Stevens completed her undergraduate degree at Smith, graduating in 1950. The couple got married soon after, following an engagement that merited an announcement in the New York Times social pages. Thacher continued at Yale through law school.
In the mid-1950s they moved to San Francisco, where Thacher joined his father's law firm, Thacher, Casey & Ball. Glady Thacher studied painting at the California School of Fine Arts, later renamed the San Francisco Arts Institute.
In 1955, they settled in Presidio Heights to raise four children and became involved in the political swirl of Democratic Party. They hosted a party for Adlai Stevenson when he was Democratic nominee for president in 1956. They switched to John F. Kennedy in 1960, and Jim Thacher was named Northern California campaign treasurer. As a reward, he was appointed to the commission to determine the future of Alcatraz when the federal prison was closed in 1963. All of these issues were debated among a constant flow of people in their home — as many as 110 for a birthday party.
'That living room is famous, it was used kind of like a stage,' said Hally Thacher, eldest of the children. 'My parents had big ideas and were involved in the community. They just really wanted to make a difference.'
The biggest idea was Enterprise. When it was launched in 1969, Thacher had just finished her master's degree in educational counseling at San Francisco State University and was eager to put it to use.
'She was a very curious woman who listened and asked 'why not' more than she asked 'why,' ' said her son Will. 'She was a fundraising machine, which is how you create any nonprofit. She was not afraid to walk into the president of Wells Fargo's office and ask for money. She saw the goal and she figured out the way to get there. She was just very determined.'
For an article in the Chronicle in 1974, reporter Ruthe Stein visited the Thacher living room with a staff photographer who captured nine women at work in one frame. The article was headlined 'The Youngest Job Service,' and Thacher was assigned the title 'mother of invention' in a photo caption.
While Stein was there, high school kids came to the door and were invited to join the fray while going through an 'opportunity book' of summer jobs that the volunteers had compiled from San Francisco employers. That was the essence of Enterprise; they took no commissions or other pay. They survived on a budget of $30,000 from foundation grants.
'We started Enterprise out of necessity,' Thacher explained to Stein. 'There were so few jobs for high school students and their parents were anxious about what they would do. There was no central place to find out what was available.'
That central place became the Thacher living room, which was a high school jobs clearinghouse in the truest sense. 'We were so embarrassed that all of this office equipment had invaded our living room. It looked like a call center,' said Hally, who was a teenager at the time. 'My father would come home and there would be all these people in the living room and he had to sneak upstairs. There were strangers in the house and it was odd. We'd be upstairs waiting for dinner.'
It went on like this for five years before Enterprise relocated to an office downtown and hired its first paid staff member. At that time, Thacher gave up her position as president, though Enterprise kept growing without her, with more than 30,000 youths served to date. In 2024, Enterprise for Youth, as it is now called, connected young people to 502 internships and created $750,000 in wages.
'Gladys's genius was in listening to young people, seeing their dignity, and establishing an organization to help them learn how to work and make meaningful contributions,' said Ninive Calegari, who recently retired as CEO of Enterprise. 'She always said to adults, 'Just listen.'
Thacher's follow-up, the San Francisco Education Fund, came to her when she was riding a Muni bus, according to a story in the Chronicle.
'When I was hanging on the strap of that bus with all the steamy windows, I was thinking that all these people probably don't have their kids in public schools. . . . Who cared about public schools?' she told reporter Torri Minton, referring to the drain on school funding from local property tax dollars brought about by state voters' approval of Proposition 13 in 1978.
Apparently more people cared than she anticipated, because the San Francisco Education Fund also lives on.
'The woman had her finger on the pulse of what was happening with students and their parents,' said Ann Levy Walden, CEO of the Education Fund. 'Her intuition, clear-eyed vision and deep love for this city led her to create the San Francisco Education Fund as a way for the community to step up when our schools needed it most.'
Ultimately Thacher turned her attention to helping people her own age. She founded Alumnae Resources, to help women transition from volunteer work to professional positions, as well as LifeSpan Center, a place to realize creative change and renewal for people over 50.
'She always worked from the inside out as opposed to from the outside in,' said Hally Thacher. 'She had her own reasons for what was driving her, and she very rarely revealed it.'
When Glady Thacher was 60 and really getting going, she told Chronicle, 'The things that come out of my mouth are like a seamless web. It comes from my bones outward, from my feet up.'
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


San Francisco Chronicle
3 days ago
- San Francisco Chronicle
S.F.'s budget woes could kill programs that help the city's most at-risk tenants
Long regarded as a critical supplement to the work done by city building inspectors, two community-based code enforcement outreach programs that target some of the city's most at-risk tenants could soon cease to exist as San Francisco's Department of Building Inspection looks to trim costs. Emails sent to about half a dozen local housing nonprofits on Monday informed them that the decades-old Code Enforcement Outreach Program, or CEOP, is facing complete erasure due to the city's budget woes. Among the supports offered by the nonprofits that receive funding through CEOP and the SRO Collaborative program, another DBI-administered initiative focused on residents of low-income single-room occupancy hotels (SROs) that's also at risk, are multilingual outreach, housing counseling and disaster preparedness services. In the past, the programs have united advocates representing landlords and tenants. And yet, both are on the chopping block under DBI's proposed two-year budget plan, which suggests cutting the department's annual $4.8 million allocation for the programs as Mayor Daniel Lurie seeks to eliminate $185 million in grant and contract spending in order to close a looming $800 million two-year city budget shortfall. 'We greatly value and respect the work we've done together, but any grant is dependent on having sufficient funding in our budget. As such, we are invoking the termination stipulation in Section 2.3,' a DBI representative said in the emails sent to nonprofit leaders on Monday, which the Chronicle obtained. The Chinatown Community Development Center, or CCDC, the Tenderloin Housing Clinic, the San Francisco Apartment Association, Dolores Street Services and the Housing Rights Committee, are among the groups that will be impacted by the programs' elimination. Monday felt like 'groundhog day' to service providers who, for the second time in two years, were told that the programs would be defunded. They pushed back against cuts planned by DBI in 2023 under then-Mayor London Breed, and were successful in getting the funding reinstated. Those interviewed by the Chronicle Tuesday said they were blindsided by the news, given that DBI's own commission recommended keeping the programs in place and fully funded earlier this year. 'We were shocked in 2023 and we are shocked this year, mainly because around February we were advocating at the commission as we were expecting about a 25% cut in total,' said Lisa Yu, a policy analyst with CCDC, a local affordable housing developer. 'Everything is in jeopardy.' DBI requested that the recipients of the code enforcement outreach grants 'plan for an end date for your services' on June 30. The move will impact an estimated 15 outreach workers across the list of nonprofits that are funding through the grants, the Chronicle has learned. 'The mayor talked about cutting some nonprofit contracts that emerged during COVID. But CEOP started in 1996. The collaboratives have been here for more than 25 years. These are programs that no one's ever had a negative word to say about,' said Randy Shaw, director of the Tenderloin Housing Clinic, a low-income tenant advocacy organization that stands to lose roughly $900,000 for its Central City SRO Collaborative program and CEOP. The funding cuts appear to thwart recommendations made by DBI's Building Inspection Commission, which penned a letter to the city's Board of Supervisors in March requesting that the code enforcement outreach grants be fully funded. That letter, obtained by the Chronicle, suggested that Lurie and the Board use general fund dollars to continue to support the programs, and that DBI could increase the inspection fees it charges across the board by 1.5% to 'compensate for the proposed General Fund reductions in support.' 'These providers go to the tenants as well as take complaints. Reduction in outreach services will not mean a reduction in need, it will mean more tenants leave inhabitable apartments and end up homeless or people will suffer health conditions as a result of uninhabitable housing,' the commission warned in its letter. Neither DBI nor Lurie's office immediately responded to the Chronicle's inquiries for comment on the programs' planned elimination. Last week, Lurie unveiled his $15.9 million budget proposal, which he said prioritizes the city's core services, including clean street and public safety. Declaring an end to what he described as the ' era of soaring city budgets,' his plan includes slashing 1,400 city jobs. The proposed cuts come as the city's revenues remain impacted by high commercial vacancy rates and sluggish tourism downtown. CEOP and the SRO Collaborative program were previously placed in jeopardy under former Mayor London Breed, who sought to patch a growing budget deficit in 2023 by ordering city departments to trim their budgets. The funding was ultimately restored, though the total allocation for the programs was reduced by 10%, according to Yu, of CCDC. She said that the nonprofit providers expected another 15% funding cut for the outreach programs. 'We're all really confused on what happened, because we weren't expecting a 100% funding cut when the issue was presented to the Commission in February,' Yu said. CEOP has received about $1.7 million from the total grant allocation, while the SRO program received about $3.8 million. The nonprofits that have historically received the funding are operating on five-year contracts that are due to expire next June. Yu said that CCDC runs the SRO Collaborative, for which it receives about $1.5 million in annual funding. It also receives about $272,500 for CEOP. 'We have housing counseling, and we provide fire prevention workshops. For home visits alone, we visit about 43 SROs in Chinatown with about 80 SRO families total,' Yu said, adding that the nonprofit assists about 86 clients per quarter with housing counseling services. 'About 183 tenants attended our fire and disaster preparedness workshops per quarter,' she said. About 16% of the Housing Rights Committee's total budget, or $617,000, comes from the DBI grant, according to the nonprofit's executive director, Maria Zamudio. HRC has long provided housing counseling and advocates for tenants rights in San Francisco. 'We provide language access to tenants who are not going to be able to just connect directly with a building inspector, or are not able to navigate the DBI website. We also ensure that there is support for (U.S. Department of Housing and Urban Development) tenants, who have some of the most egregious habitability conditions in the city,' Zamudio said. 'In this political moment, with all of the attacks on immigrants and all of the attacks on HUD funding at the federal level, to feel those attacks locally and in a way that doesn't need to happen … really shows where the priorities for this new administration are,' she said. Tenant advocacy organizations aren't the only ones impacted by the proposed cuts. The San Francisco Apartment Association advocates for property owners on a 'shoestring budget,' according to spokesperson Charley Goss. The organization faces a funding reduction of close to $150,000 if the code enforcement outreach programs are cut. 'There are difficult decisions that have to be made with regard to the budget. But, from our perspective, these are maybe the only programs where you have tenant groups and landlord groups working together for a common goal, which is to improve living conditions in apartment buildings,' Goss said. 'We've seen firsthand that the programs work … and we believe they also save the city money. We have nonprofits doing the work to get buildings up to code, which saves the city money via their inspectors. The inspectors don't have to do that work.'


San Francisco Chronicle
5 days ago
- San Francisco Chronicle
‘Crisis': S.F. fire chief says city's aging fleet could limit capacity to fight major blazes
San Francisco's aging and limited fleet of fire trucks and engines could restrict firefighters' ability to quell the blazes that could rip through the city after a major earthquake, the city's fire chief said. A four-alarm fire that tore through a Nob Hill apartment building in April and injured three people got fire chief Dean Crispen's attention, he said. More than 100 firefighters responded and extinguished the blaze in about two hours, but the event stoked Crispen's lingering fears about worst-case scenarios. 'I would have been concerned that that fire would have continued to burn for several days if it had been subsequent to an earthquake,' Crispen told the Chronicle. If it had, he said, the blaze could easily have spread through Nob Hill to Chinatown, Fisherman's Wharf and beyond. That's because more than a third of the San Francisco Fire Department's fleet of fire trucks and fire engines is 20 years old or older, including six front-line trucks and engines that are more than 25 years old, Crispen said. That puts SFFD far out of compliance with the voluntary standards set by the National Fire Protection Association, an industry nonprofit. Those guidelines say that 15-year-old equipment should be moved from front-line service to backup reserves, and 25-year-old equipment should be retired altogether, because outdated equipment lacks the safety upgrades of newer models, said Ken Holland, a senior specialist with the nonprofit. For SFFD to put 25-year-old trucks and engines on the front lines is 'a significant risk,' Holland said. SFFD needs to buy at least 10 fire engines and between seven and 10 fire trucks to meet NFPA standards, Crispen said. In an ideal world, SFFD's 'incredibly busy' fleet would be held to an even more stringent standard, because the city's steep hills and sharp corners mean engines and trucks 'take a fair amount of a beating here,' he said. If and when the Big One strikes, SFFD has a process for recalling as many as 1,000 firefighters into the city. Fires are common in the wake of a major earthquake. Though the 7.9 magnitude quake that roiled San Francisco in 1906 buckled buildings, 80% of property damage came from the fires that followed, sparked by downed power lines and natural gas leaks from broken mains, according to a 1972 federal report. But without enough fire trucks and engines, the reinforcements who respond to those fires could be limited in the help they can give, Crispen said. 'The problem is when they arrive, we currently don't have the apparatus for them to staff to assist in an emergency,' he said. Buying new equipment is challenging because costs have 'skyrocketed' to as high as $2.5 million for a truck and $5 million for an engine, and because supply chain delays that began during COVID have caused production timelines to stretch as long as three years, Crispen said. SFFD ordered three Rosenbauer fire trucks more than a year ago and doesn't expect them to be delivered until next summer, Crispen said. In the meantime, SFFD's aging fleet can run the department more than $500,000 a month in maintenance costs to resolve a 'litany of mechanical problems,' Crispen said. Making repairs requires taking vehicles out of service, and it's hard to find parts that fit old truck and engine models. 'We're in a bit of a crisis at this point,' he said. The Board of Supervisors unanimously passed two pieces of legislation in May intended to expedite the purchasing process by removing bureaucratic hurdles. The ordinances are expected to reach Mayor Daniel Lurie's desk in the coming weeks. One ordinance would allow Lurie, Crispen and a handful of executive staff to court private funding for a period of six months, waiving the usual requirement under the city's behested payment ordinance that prohibits city officials from seeking donations from 'interested parties,' or people who might be eligible for city contracts in the near future. The second ordinance would allow the fire department to negotiate directly with fire apparatus manufacturers, going around the required competitive bidding process. Supervisor Connie Chan, who sponsored both ordinances, said that the twin pieces of legislation were designed to 'fast track' purchasing. 'While our firefighters here in San Francisco are consistently doing their best, the equipment is not keeping up with the demands,' the District 1 supervisor told the Chronicle. Three companies — Rev Group, Oshkosh and Rosenbauer — control as much as 80% of the fire apparatus manufacturing market, according to reporting by the New York Times. 'What is there to bid when it's really monopolized by three companies?' Chan said. Chan said that the board of supervisors has discussed allocating money from the city's budget for the purchases, but that finding the money has been 'difficult.' If Lurie signs the legislation, Chan said, she is hopeful that city officials can raise about $20 million in six months, enough for up to a dozen fire trucks. She expects that the expedited purchasing process could cut the time between ordering and receiving a fire truck down to one year. Chan said she did not know who might donate to the cause, but that she was confident the mayor could leverage his connections. Crispen said the legislation gives him 'some hope' that SFFD can buy the equipment it needs. The department is making a plan for soliciting donations, he said, and 'large corporations would be an obvious starting place.'

Yahoo
28-05-2025
- Yahoo
California man's 378-year sentence overturned after judge rules accuser may have made up charges
WOODLAND, Calif. (AP) — A Northern California man's 378-year sentence for sexual assault has been overturned by a judge who said there was strong evidence that his adopted daughter made up the accusations to punish him and improve her prospects of remaining in the U.S. Ajay Dev, 58, was released May 23 after 16 years in prison for 76 convictions of sexual assault on a minor and related charges, the San Francisco Chronicle reported Tuesday. Superior Court Judge Janene Beronio scheduled a hearing for June 13 for Yolo County District Attorney Jeff Reisig to decide whether to retry Dev. Prosecutors could also appeal the ruling. Reisig's office declined to comment on the case. Dev, an immigrant from Nepal who worked as a water engineer, was visiting the South Asian nation with his wife in 1998 when they decided to adopt 15-year-old Sapna Dev, part of their extended family, and bring her to live with them in Davis, California. In early 2004, Sapna Dev's boyfriend broke up with her, and she accused Ajay Dev of causing the breakup, Beronio said in her ruling. Later she told police that Ajay Dev had had sex with her two or three times a week for three or four years until she moved out of his home, the judge said. Four witnesses who had not been contacted by Dev's trial lawyers testified at a recent hearing that Sapna Dev had told them that her accusations against him were lies or were motivated by her anger at him, the Chronicle reported. One of the witnesses said Sapna Dev told him she made the accusations because she 'was determined to return to the United States and needed to use the criminal charges to do that,' Beronio said. The judge's decision 'dismantles the DA's case," said Patricia Purcell, a member of advocacy group that has held demonstrations in support of Dev. 'We have known from the beginning that Ajay Dev was wrongfully convicted,' Purcell told the Chronicle. "Judge Beronio was the first judge to really look closely at the evidence and read every document.' Attorney Jennifer Mouzis, who represented Ajay Dev in his appeal, said much of the prosecution's evidence was based on racial and ethnic bias that would be illegal today under California's Racial Justice Act, a 2021 law barring testimony that appeals to prejudice.