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Ex-Parks Alliance CEO: I didn''t know finances

In a detailed courtroom testimony, Tom DeCaigny, the former CEO of the San Francisco Parks Alliance, revealed that he was largely unaware of the organization's financial intricacies during his tenure from 2019 to 2021. The testimony took place in the context of a high-profile corruption trial involving Mohammed Nuru, the former director of San Francisco’s Department of Public Works, who is accused of leveraging his position for personal gain through bribes and kickbacks. DeCaigny’s statements shed light on the murky financial dealings and questionable practices within the Parks Alliance, a nonprofit organization tasked with supporting San Francisco’s parks and recreation spaces through fundraising and community engagement.

DeCaigny, who previously served as the director of cultural affairs for the city, joined the Parks Alliance with the goal of revitalizing its mission and operations. However, during his testimony, he admitted to being kept in the dark about critical financial decisions and transactions, many of which are now under scrutiny in connection with Nuru’s alleged schemes. The Parks Alliance, which has long been a partner to the city’s Recreation and Park Department, became entangled in the corruption scandal due to its financial contributions and interactions with Nuru, who wielded significant influence over city contracts and projects related to public spaces.

One of the central issues discussed during DeCaigny’s testimony was the organization’s handling of funds and donations, particularly those tied to city contractors and developers who sought favorable treatment from Nuru. Federal prosecutors have alleged that Nuru used his authority to pressure companies and individuals into making donations to the Parks Alliance as a means of securing contracts or other benefits. These donations, often framed as charitable contributions, were purportedly funneled into projects or events that personally benefited Nuru or his associates, rather than serving the broader public interest. DeCaigny testified that he was not privy to the specifics of these arrangements and was often excluded from discussions about how certain funds were allocated or spent.

DeCaigny described a culture of opacity within the Parks Alliance, where financial oversight appeared to be concentrated among a small group of board members and senior staff, leaving him with limited insight into the organization’s fiscal health or decision-making processes. He noted that while he was responsible for overall leadership and strategic direction, the day-to-day management of finances was handled by others, including the chief financial officer and select board members. This lack of transparency, he suggested, made it difficult for him to fully grasp the extent of any impropriety or mismanagement that may have been occurring under his watch.

A significant portion of the testimony focused on specific instances where the Parks Alliance’s funds were allegedly misused. For example, prosecutors have pointed to expenditures on lavish events and personal perks for Nuru, including holiday parties and other gatherings that were funded through the nonprofit’s coffers. DeCaigny acknowledged that he was aware of some of these events but claimed he did not know the source of the funding or whether they were tied to improper influence from Nuru. He expressed regret over not having pushed for greater accountability or visibility into the organization’s financial practices during his tenure, admitting that he trusted the systems and individuals in place to handle such matters appropriately.

The former CEO also discussed his interactions with Nuru, describing the ex-Public Works director as a powerful figure who had a close relationship with the Parks Alliance. Nuru, who oversaw numerous city projects involving parks and public infrastructure, was often in direct communication with the nonprofit’s leadership regarding funding priorities and initiatives. DeCaigny testified that while he met with Nuru on several occasions to discuss park-related projects, he did not suspect at the time that Nuru was engaging in corrupt activities or using the Parks Alliance as a vehicle for personal gain. He emphasized that his focus was on advancing the organization’s mission to improve San Francisco’s green spaces, not on scrutinizing the motives behind Nuru’s involvement.

DeCaigny’s testimony painted a picture of an organization that, while well-intentioned in its goals, may have been vulnerable to exploitation due to lax oversight and an overreliance on influential figures like Nuru. He noted that the Parks Alliance often operated under pressure to secure funding from private donors and corporate sponsors, many of whom had business interests tied to city contracts. This dynamic, he suggested, created an environment where ethical boundaries could easily be blurred, especially if key decision-makers were not vigilant or were complicit in questionable dealings.

The broader implications of DeCaigny’s testimony are significant for understanding the scope of corruption within San Francisco’s municipal government and its affiliated organizations. The trial of Mohammed Nuru has already exposed a web of alleged misconduct involving multiple city officials, contractors, and nonprofits, with the Parks Alliance emerging as a key player in the scandal. DeCaigny’s admissions of being uninformed about the nonprofit’s financial operations raise questions about accountability and governance within such organizations, particularly those that rely on public-private partnerships to fulfill their missions.

Throughout his time on the stand, DeCaigny expressed a sense of personal disappointment in how events unfolded during his leadership at the Parks Alliance. He stated that he had hoped to steer the organization toward greater impact and community benefit, but acknowledged that systemic issues and a lack of transparency hindered those efforts. His testimony also highlighted the challenges faced by nonprofit leaders who may inherit complex, pre-existing relationships and practices that are difficult to unravel or reform without risking conflict or disruption.

Prosecutors pressed DeCaigny on whether he ever suspected wrongdoing or felt compelled to investigate the Parks Alliance’s financial dealings more closely. He responded that while certain decisions or expenditures occasionally raised eyebrows, he did not have concrete evidence of misconduct at the time and relied on the expertise of financial staff and board members to ensure compliance with ethical and legal standards. This reliance, he admitted, may have been misplaced given the allegations that have since come to light.

The testimony also touched on the aftermath of DeCaigny’s departure from the Parks Alliance in 2021, after which the organization faced increased scrutiny and calls for reform. Federal investigations into Nuru’s activities brought to light numerous questionable transactions involving the nonprofit, prompting a reevaluation of its leadership structure and financial practices. DeCaigny noted that he has since reflected on his role and the broader lessons to be learned about the importance of robust oversight and accountability in nonprofit management, especially when public funds and trust are at stake.

In the context of Nuru’s trial, DeCaigny’s statements serve as a critical piece of the puzzle in understanding how corruption allegedly permeated various levels of San Francisco’s government and its partner organizations. While he did not directly implicate himself in any wrongdoing, his testimony underscores the systemic vulnerabilities that allowed such misconduct to flourish unchecked for years. It also highlights the personal and professional toll on individuals who, whether through negligence or naivety, become entangled in scandals of this magnitude.

As the trial continues, DeCaigny’s insights into the inner workings of the Parks Alliance will likely inform broader discussions about how to prevent similar issues in the future. His account of being sidelined from key financial decisions serves as a cautionary tale for nonprofit leaders and public officials alike, emphasizing the need for transparency, accountability, and proactive governance to safeguard public trust. The case also underscores the importance of scrutinizing the relationships between city officials and the organizations they collaborate with, ensuring that personal interests do not override the public good.

Ultimately, DeCaigny’s testimony offers a sobering look at the challenges of navigating complex institutional dynamics in the face of potential corruption. While he may not have been directly complicit in the alleged schemes involving Nuru and the Parks Alliance, his lack of awareness and inability to effect change during his tenure reflect broader systemic failures that enabled such misconduct to persist. As the legal proceedings unfold, his words will likely resonate as a call to action for stronger oversight and ethical standards in both nonprofit and governmental spheres, ensuring that the mission to serve the public is not undermined by personal gain or institutional blind spots.

Read the Full San Francisco Examiner Article at:
[ https://www.sfexaminer.com/news/politics/ex-parks-alliance-ceo-testifies-he-was-in-dark-on-finances/article_fe3fc638-67bd-4789-b89d-22725f4712db.html ]