Item number 1 and 2 hearing on the recently published 20142015 civil grand jury report, entitled Unfinished Business a continuity report on the 20112012 report, deja vu all over again. Item number 1 and 2 hearing on the recently published 20142015 civil grand jury report, entitled Unfinished Business a continuity report on the 20112012 report, deja vu all over again. Thank you. Resolution responding to the presiding judge of the superior court on the findings and recommendations contained in the 20142015 civil grand jury report, entitled Unfinished Business a continuity report on the 20112012 report, deja vu all over again, and urging the major to cause the implementation of accepted findings and recommendations through his her Department Heads and through the development of the annual budget. Alegra futandi. Sorry about that. Would you please come up and present. Okay. Im alegra, a 201415 civil grand jury. We would like to thank president yee and breed for holding these hearings. The report is a continuity report on the 201112 report. Deja vu all over again. We need a culture shock. Most of the work done was done by me and marion, another juror who could not be here today. A continuity report is different from an investigative report. Basically jurors review of past investigation to see what progress might have been made in full filling recommendations suggested by, in this case, the 201112 jurors and outline what issues might exist. It does not involve a full investigation, although our report ask that a future jury look into city Wide Technology again. Since 201112 came out, there have been changes and we commend the city, county and government for making improvements. As outlined in the report itself, changes have been made in the structure and reporting relationship okay changes have been made in the structure relationship the committee on Information Technology in the Senior Leadership of the department of Technology Including the creation of new offices in the stream lining of the cia review process in more communication among departments in the greatly improved 5year plan and increased funding for technology. In the completion of the email and data center consolidation, and continuing development of an it management system. City should be commended for these improvements, sometime problems identified in the 2012 report continues to exist. We thank the mayor and others responding to our report for their movement on the restructuring of the department of technology with more emphasis on daytoday service. We also thank you for the promise of improvements to emerge people so that the skills and education of city it personnel can be recorded. We hope this skills inventory will go beyond the position that any it employee holds. Im sure many continue their education or have training and skills in areas that are not utilized daily in their current positions. The skills inventory should reflect this. However, there are still three areas of major concern. One, the disingenerous response the mayor on the Network Infrastructure has been implemented, and hiring the real funding needs. The city might be funding at a greater rate, but still not fully. As our report indicated for the Network Infrastructure alone, 15 to 20 million, more than the 6. 9 millions invested according to the mayor. The operative word is fully. An infra sfruk tour the infrastructure is vital. At the very least, the true response to our first recommendation should have been needs further analysis or even better, has not been implemented but will be implemented at a future date. Two, as a result of the 201112 report, an it hiring group was formed. This group came up with a pilot it hiring project for two job classifications. Senior and it analyst to decrease hiring times. It was determined if the pilot were successful, it would be rolled out to other positions. Jerry was told that preliminary results the pilot would be available in late march 2015. In spite of getting our hope today is that one of the supervisors will ask dhr to give us public report about this Pilot Project whether it has been expanded to other job classifications, what results have flowed from the project, how its being evaluated and if the department sees value in it. Despite the mayor saying that dhr gives reports about this pilot report, they have not done so since january of 2015. Right around the time when the pilot began. This might indicate that its results are probably lacking. Three, the jury recommended the establishment of a task force outside dhd to discussion recruiting and hiring its personnel beyond what drh is doing. In San Franciscos competitive it hiring environment, everything should be on the table. Using figures obtained from the Controllers Office, it and the department of technology at the of the report had a vacancy rate, 100 higher. The city needs new approaches. Our jury sincerely hope our report will move the city towards greater it funding and making it better across all City Departments. Thank you. Okay. Thank you, ms. Fotanadi. Right now, is suzanne guard here . Would you like to present and then after that, steve. Im with the department of technology. Ill be presenting initially first. An overview of the accomplishments weve made. Thats fine. Thank you. My name is brian, and im a Deputy Director with the city of technology. I would like to thank the grand jury for their interest in the department of technology and their hard work for putting together this record and the board giving us an opportunity to comment on the report. In 201112, the grand jury report highlighted major issues that the we feel weve made real and meaningful progress since then. Since that original report, weve continued to improve city wide coordination on it needs specifically to coit. The citys information on the citys technology. Our most recent plan, or ict plan was released this spring and it provides a framework how the city will this plan recommends 150 million in city general Fund Investments over that same time. As you know, the fiscal year is 201516 and 201617 approved budget includes 190 million in it investments. Of this, 61. 3 million is slated to come from the general fund. This represents an important step in improving the it infrastructure. This includes the radio replacement effort and a new city wide financial system, a new property tax data base and the rollout of as well as projects that are apart of the citys initiative. The department of technology is collaborating with the department of Human Resources to review the citys it hiring process. From recruitment of candidates to the on boarding of new hires. For example, this coming monday, the department of technology will welcome an additional recruiter as suggested by the civil grand jury to work exclusive on it hiring needs. In addition, the it hiring group led by the department of Human Resources has developed and began in approve it hiring city wide and to help departments secure the it talents and skill sets. This hiring group has been and will continue to regularly present updates to coit and the Civil Service commission. Youll find detailed responses to each the grand jurys findings and recommendations and response submitted in our response submit today the Supreme Court on september 18th. The department of Human Resources and the Controllers Office and the Mayors Office is here if you have questions you may have. Thank you for this opportunity to comment on these important issues. Good afternoon, chair yee. Im suzanne guard with the department of Human Resources. I want to thank the civil grand jury for their work on this. We agreed that its important and its vital to the cities future to improve our it hiring processes, so that we have a sustainable Technological Group working for the city going forward. So im sure youre aware, were not the only Public Agency facing technology hiring challenges. A recent report from the state chief Information Officers said that a shortage of qualified candidates hampered 66 of states from achieving strategic it initiatives and moving forward with technological goals and that at the executive level in california, 88 of it staff are eligible to retire. So, these statistics in our experiences, San Francisco, help us to understand that we we have a comprehensive not just of field positions now, but to create a sustainable pipeline for the citys future needs and to do that against our current back drop of 3. 5 unemployment in San Francisco proper. We also want to point out that the department of Human Resources believes in the merit hired system that the city has, so our challenge really is to balance those principals with the citys names and the market factors. Mrs. Fortunati mentioned a pilot we launched in 2015. We had plans to present the results of that pilot and our strategy moving forward at a meeting scheduled for today, but it conflicted with this hearing, and their be rescheduled in november. We had a goal of testing the effectiveness of an online, on demand examination for permanent Civil Service hires con ducked for it Business Analyst. Four departments participated in the pilot over six months, the department of Public Health, the Emergency Management 8 positions went through this pilot process. The exam was online and on demand, so candidates did not have to down to a testing center. When they qualified, they were sent a link and rated. Six hires were made through that process we know of in addition to the hires the department made. The eligible list were boryed by row the list was borrowed. When was it done . In a sixmonth period. You mentioned 8. 8 jobs were announced through the pilot process and 6 people were hired of 8. Additional folks may have been hired by departments who borrowed those list, but we dont have that specific data. So the one of the goals was to reduce the time from announcing and establishing an eligible list. We were success. The time of playing a job on the website to having an eligible list of candidates that the department could hire from was 32 to 37 days. Some of the successes from that pilot, the timeline for creating an eligible list was shortened considerably. The vast majority of the applicants we surveyed after the task found it convenient and easy to use and felt it help them see the city as innovative and forward thinking. They found the process convenient. When you start anything new, an electronic system, theres glitches at the building, so those who participated at the end were definitely more happy with the process. So where we were not successful is that this exam only addresses one more component which is what is a very large and can be lengthy hiring process. So we agree with the civil grand jury that a comprehensive change is needed in the way the city conducts its hiring. There has been a time in not too distant past where we were overcome by the number of applicants we had for open positions and especially with it hiring, thats not where we are today. We had to move from a process based on what the city needs to a process focused on what the candidate and what the departments need. So what weve been doing is focusing on changes from the way we recruit candidates to the way we bring them on board and their experience when they be become a city employee. What folks are doing thats not the city and county of San Francisco. Like, what is twitter doing . How are they recruiting folks . We have a coalition, not just of the city, but external partners to help us understand how to update our recruitment and hiring process and redesign our candidate experience, so those coming into the city have a good impression of who we are from the beginning to the end. Were doing some things in this process weve never done before, and one is working hand and hand with a Large Coalition of City Departments. Hr, and it to bring everyone together to ensure were developing a solution that meets everybodys needs. Were planning things like a tech only job website. Were highlighting our value proposition, all the different cool projects City Employees do and all the reasons why someone would want to work for a city. Were designing an enticing situation for candidates. We believe in a year from now when we come back and talk about this again, which is what we would like to do, the landscape will be considerably changed from what it is today, as were able to implement a new exam, but entirely new process focused on the candidate and enticing them, and interesting them in becoming a city of San Francisco employee. Im happy to take questions you may have. You sort of mentioned some improvements that you would like to make by the end by a year from now. And im just curious, do you have, like, a work plan or that shows timelines of things that need to be done next month and three months from now . We will. Actually in approximately a week from today, we have a project manager on board. And we are we have developed a set of recommendations so theres things weve already done as weve done surveys and focus groups with those candidates hired within the city the last two years and those who dropped out of the process. Weve conducted surveys with the hiring department to see what works and what doesnt work in the process. We established five different working groups to look at minimum qualification in salary. Our recruitment process, the candidate experience, how we select candidates. And theres one more that is just flying out of my head at this moment, but each of those working groups got together and came up with a series of recommendations that we will be moving forward to implement. So were doing this in a way we feel is scientific and will be sustainable. So our next project is to take all of those recommendations and weigh them down. Theres a Group Meeting today right now. Who is taking the recommendations and taking them down. The next step prioritize them. What is most important, and what do we have the resource to do . And those are the things well do first and foremost. As ms. Fortani, all thing are on the table. Theres exempt process for hiring. Theres a way we can hire expert it folks as a way of contracting in. Instead of contracting out, we dont have the capacity to provide within the city. Theres a way to contract in those expert services. Well, i think im i would be and probably other members of this committee would be interested to look at when you do make those final decisions in a week or so. To look at that report. Absolutely. And maybe a grand jury, members would like to see it too. We would be happy to share it. Its nice to hear youre going to make progress and it sounds like you are. Im just curious, if the apositions are the 6 people hired, just to have a comparison, how many people were we looking for to enter into the it department . Well, i dont have the total number, but i think a good example is the department of Public Health. The opening of San Francisco general hospital, they have between 80 and 100 new it positions that they need to hire for. So those positions havent been vacant for a long time, theyre new positions coming on board, and we need to hire for those. So in terms of that, there are things we can do in the present moment that help to hire those folks quickly and get them on board, and there are things we can do in the long run to ensure these changes we make are sustainable. Okay. Thank you. Any other questions . I have a question for, i think, this might be for mr. Balace. In regards to the funding thats needed to do all this, you mentioned, in the budget, in the next two years, we have a fairly large budget for the it department, but im just curious, how much would it cost to implement these things were talking about because part what you mentioned was 100something million or whatever it was. 61 million. What i didnt get was, what part of that budget would be to implement new approaches . Well, so 150 million over the next five years is whats apart of the it plan. Weve which is a significant amount of money. We have a lot of need. We have a lot of projects that are in need of more money all the time. But thats a significant investment. I dont have the total number of what it would take to do everything that is requested. But the 61. 3 million is what we mentioned over the coming two years. And as far as what the short fall is, i dont have that number. But that amount is what we have identified as requiring to meet those initiatives we have described and its in the report we submitted. Is there a specific initiative or project, maybe someone from our department can provide more i just am interested in the short comings of these projects. What is the budget need to fully implement the things you want to implement . I dont have that number. We do a better job now of identifying what are the significant and the essential projects and were focusing on those, and thats what weve provided in the response here. As far as the any other projects that arent mentioned here and what the short fall is, i dont have that in front of me. Ms. Garner, in regards to the implementation of these ideas you have, is there a price tag attached to it because again, i assume this is going to take funding to do some of this stuff . Speaker absolutely. The question is, is there a budget attached to those ideas. There will be need to be, so we will be ill give you one example. One of the things that is a recommendation that will come out of this group, i