thank the civil grand jury for putting our paces with this one and we will have some dialogue and we might have questions along the way and with that president chiu do you want to take charge here? >> sure. first of all i wanted to note it's interesting no one wanted to speak in public comment on this item. i know there have been folks focused on these questions for a long time and probably city staffers watching this hearing not sharing their shoats and i am looking and the policy makers are looking to have an open dialogue with these moatings and what i find in coit meetings everyone agrees and projects take 15 years and millions of dollars over budget to get done and i am getting frankly frustrated and tired about that, so i encourage city staffers and others who have an opinion on this and feel free to raise

them in coit meetings or contact my office and i am willing to have more private conversations and i think having an open dialogue how we strengthen our operations. how we can work better with the department of technology and all of these are important. just as the chairman described for this item we were asked by the civil grand jury to give our perspective on a variety of items and you asked us to comment on dozens and dozens of items, and i would suggest for the future if possible, and as someone who sits on the committee and goes through the findings and possible to streamline some of these and hit on some of the important ones. i think it dilute what is we're trying to achieve and just one point. also as i read through the comments and report the civil grand jury made a number of

findings and recommendations that they want us to agree with and i think it's fair to say that the mayor's office disagreed with the vast majority of recommendations and they asked departments to provide their perspective, and i think it's fair to say that the recommendations and findings we received from departments were really all over the map and i of thinking about this and in my mind making my thoughts whether i agree with the civil grand jury or diagree with the mayor is there an answer in between? by in large if the answers are partially agree, agree, partially disagree, or disagree and many of my answers were partially agree. i think where the grand jury wanted to go make sense but i wanted to move it along and i am going to read

through the recommendation and i will try to do this quickly. i'm not reading the specific recommendations and i am read a number. number one, partially agree. while this has been helpful departments have not -- fiez ebl a stronger sense of priority and direction is needed for move forward with the direction. finding number two. partially agree. while the department of technology has been viewed as competent and professional for some functions and some departments other departments have stated that the department of technology has not provided satisfactory service as often as desired. >> president chiu -- as we go through the items and clarify them if we have discussion so we can record the information -- what the recommendation will be.

>> sure. okay. >> mr. chair, members of the committee and higher budget -- [inaudible] analyst office. if it's possible through the chair if it's possible president chiu to get a copy of the written testimony. >> i think i have one more copy. >> that is terrific. thank you. >> i think since we have two members here we will agree and i think the mayor going to every one and is not feasible but to make it a bigger priority is real and actionable here and i agree. >> for finding number two and give everyone context i will probably summarize the finding we're asking to refer to. the

finding was the department of technology continues to perceived by customers providing unsatisfactory service and my response is it's comp tentd for some functions and some department there are other departments that they don't give satisfactory services as often as desired. finding number three -- for this i state that i disagreed with this. the recent cuts department of technology budget have not been because of a lack of performance but the result of budget deficits across the board and i think they have born the massive bruntd of this within the technology world. >> i agree. >> finding number four -- the finding we were asking to react

to. another consequence of dt for departments and participate in city wide initiatives and give up operational independence and for this i state that i agree. because other departments haven't had full faith in dt and not willing to give up operational independence. >> i would agree with that and i think that talks about the structural things we were talking about and structural issues and i look forward to the dialogue going forward and i think there are changes to be made here. >> number five and coit policies and changes and not communicated effectively to the mayor and coit and for this i would -- actually i think i partially agree. i would say partially disagree and i state while coit policies and city wide initiatives are communicated clearly there is no follow up or deadlines to carry out policies

and initiatives. number six. this was set by an administrative code change i lghtded in 2010 and it has now been two years. >> can i just ask the mayor's office? do we have progress report how those seats are being filled? >> there is progress on that. i think city administrator's office is here and recruiting for the positions in november and taking applications and coit can make t a selection in the early of the new year. >> okay. >> and i wish to let folks know if members would like to participate in coit we would very much appreciate hearing

from you. so item number seven, the current city wide organizational structure hinders the cio from using the established authority and responsibility from implementing policies and procedures and what i have said for this i partially agree. while the city cio has some powers decentralized organized structure makes it difficult to enforce standards across departments. >> okay. >> finding number eight. and this is going to go on for a while and i apologize to the public. number eight and the operational role of the department of technology are two furchdamentally different and equally full time jobs and i said have said i partially agree. while there are needs for these two positions the department of technology deputy could assist in these

operations and this will relate to recommendations made later on. finding number nine, department cio's have no formal way to communicate with each other or technology issues and my reaction is partially agree. while there is no formal forum there are informal ones and meet in meetings and if there were more formal meetings and for these accountability measures to be instituteed. >> i have a quick question. is the airport cio here? just for a second. i notice your response here that you actually agreed with the finding. just your thoughts on what could be done. >> as president chiu suggested i agree with the finding. we should have more formalized meetings so that was my basis for that. >> okay. any specific forum

from that suggestion that he might have? i think reading through the responses you were the one response and maybe actually spoke out and said "i agree" and wanted to solicit your feedback. >> i didn't give it more thought to the feedback but i think we need a regularly scheduled meeting with agenda and objectives for that dialogue and planning to occur. >> okay thank you. >> and supervisor farrell hearing that and by the way i want to thank the airport. i think your department has been a great example of how technology has been well managed and this is why i think we entrusted your department with the data center project. i could agree or partially agree with the statement depending where you want to go with that mr. chairman. >> partially agree is fine. >> okay. finding number ten. the lack of a functional reporting relationship between the city cio and the

departmental cio's functional weakness for city wide problems and partially agree the city's inability to manage these projects in a centralized function could benefit from reporting relationship between the city, cio and department c cio's. number 11. allowing common ict xurchgzs addressed and performed by department by department basis has lead to duplication and unnecessary spending. for this i agree. addressing by individual departments is the reason for duplicative efforts and spending. finding 12. the plan does not include ongoing operational activities and prior funding. for this i agree. the five year plan is a strategic plan and focus on operational activities would be helpful. find be number 13. there are no consolidated budget and

staffing plans. partially agree. while there are some efforts there is no accountability and it's not clear who is responsible if spending decisions are not met. now let's get to the first category of recommendations. moving to -- there were a number of recommendations that came out of the civil grand jury. we were specifically asked to respond to a number of them. recommendation number two is the budget analyst for the controller perform management audit evaluating department of technology's function and dt adequately communicates with other departments and alleviate their barriers to performance and i gather from other agencies this will be implemented and while the audit will be helpful it is my understanding this is under way. recommendation number four -- >> excuse me. through the chair, president chiu, i think in terms what is required for

responses to the recommendations there are four categories of responses. either has been implemented, has not been implemented but will be implemented. for that we need a time frame for the implementation of the recommendation requires further analysis, that requires description of the scope and time frame not exceeding six months and lastly -- [inaudible] >> my understanding is this will be implemented but the six month time frame is appropriate if that is something we're required to do. >> okay. so for will be implemented -- yes. as long as there is a time frame. >> okay. i will use that as a default, for time period for coit and department of technology to work with this on the budget analyst or controller. for finding four and appoint two members without

delay. from my understanding will be implemented and while the city has not moved on it for six months i expect this to be. >> >> six years i expect the city to work on this and get it done in the next six months or six weeks. next is have a plan and budget and reviewed by coit and to the mayor's office and the board of supervisors. again what is fascinating about the answers and all of the agencies are across the map. some say yes. some say no. some say it's implemented. some say it's not. it will be implemented and always a cit budget but not decisions related to that budget. recommendation number six. subject to coit approval of the i kr.d t budget and staffing plans coit and the cio must monitor adherence to these plans and i think what i will

say for this should be implemented within the next six months. one of the challenges we face challenges here at the board and coit and time lines and budgets keep slipping and it's important to have monitoring that continues. recommendation number seven. the cio position be elevated to this and there is significant split of opinion on what we should do. it's my perspective and having cio's report to department heads and sit around coit once a month and talk about it issues is not enough to get the job done. on the other hand i am concerned and not sure what it would look like for them to report up to a department head and the cio and i stated this requires further

analysis and within departments with no function relationships with the city cio, continued to excel bait the lack of. >> >> exacerbate the lack of coordination and ask them to further consider what is the best way for the departmental cio to interact with the city cio? for recommendation number eight the recommendation is that staff support be provided to the city cio and coit. my understanding is this is already being done so that is the answer for recommendation number nine. amend the administrative code to separate the position of the city cio from the department much technology. we are in the process of occupying up. >> >> mr. walton has been acting

as the cio for one year now? two years now which has been a problem and i would have find if we made the acting cio, the cio and that's the mayor's opinion and i think the answer to this is requires further anal scpises require whether the two positions are needed after the new cio is hired and similarly for recommendation number ten which is to amend the administrative code to create separate position of the director of dt pointed to -- appointed by and to the city's cio and same analysis after the new cio is hired. that is in the first phase and now let's go to the second and

my apologies for speaking quickly. although address although these bodies address technology on a city wide basis technology is not treated as a distinct organizational entity and i agree. i think it should be treated as a city wide and departmental function and hr function, or the controller's function. some functions need to be centralized and others will always within within their departments. and by the way i just want to deas for members of the public and city staff it's not my perspective that we should centralize all things. clearly the department of public health needs those records and the airport needs those those things and we all have emails and there is a blend in the different activities and they should be handled a bit

differently is something that we need to do. finding number 15. there is no comprehensive annual report on the state of technology within city government presented to the mayor and the board of supervisors. agree. there is no annual reporting. we supposed to have biannual reporting and just as we have annual revisions to the ten year capital plan i think ict plan would benefit from annual review. 16. there is a scarcity in the data separate from departmental budgets. agree. it's difficult to get data from individual departments and what should be consolidated. finding number 17 -- and i have to point out to the civil grand jury aren't you glad you had all these find ?tion number 17, coit focuses on the implementation of city wide projects and not the cost and savings from the

project. i agree. while these have been attempted for city wide it's minimal and proper departments are not inventized to calculate the savings and costs of this and potential lose resources. finding number 18. there's a need for city wide ict asset management system. 18. i agree. departments should provide this data to the department of technology. the fact it's not done is reflective of the fact that departments are not willing to share or centralize these assets. finding 19. there is a need for data base of city wide personnel. agree. this could assist coit in the city cio to understand duplicative functions

and prchl personnel to assist different functions. let's go to recommendations. recommendation number 11 which is a recommendation to the city cio work with the controller for a survey not limited to performance data, et cetera and for this i would state requires further analysis. the city cio should work to provide survey performance, decision making and annual baselines to measure performance. recommendation number 12. the city cio should report annually on the state of technology to the mayor and the supervisors. my understanding this will be implemented with the new cio and there is little by the board of supervisors except for the supervisors that have chosen to learn more. recommendation number 13. the city cio or the controller

create asset management system for cio equipment. i will state this will be implemented from my understanding in the next six months and this is only prudent. recommendation number 14 is that the city cio and the department of human resources create a data base for personnel to cal log services and operating system. recommendation 14. what i had stated here requires further analysis but i would say i think we agree that would help departments and identifying resources. i would like to work closely with labor and department heads to understand the best way to move this forward. so one more page is findings and recommendations.

let's go to finding number 20. find be number 20. there is no effort to gather and utilize comprehensive and quantitative data to track how ict functions and what i stated for this i personally disagree. while there are efforts to see how they function departments don't have incentive to assist in such efforts. finding number 21. the five year ict plan is not a strategic plan. it doesn't calculate how the changes in the system would impact the cost and i agree with that and ought to be that plan at this time but only current plan of projects. number 22. they are experiencing difficulty in

hiring these group of people with skills and i agree and hiring managers with cutting edge experience has been extremely challenging. finding number 23. relying on permanent civil service as standard way of hiring technology is too slow and cumbersome for the business needs of ict units, and what i would say to this is partially agree. city government needs to contemplate and less cumbersome mechanisms and in consult ainz with labor. number 24. and -- i would state -- i would amend some language i have in here

partially agree. city government needs to contemplate the mechanisms beyond the current system to hire the best ict staff again in consultation with labor partners. now going to the recommendation in this section about how we improve some of our labor and work functions. recommendation number 15. the recommendation is we revise the city charter and all positions are classified as exempt two positions and i stated requires further analysis. the city should look at alternatives and implentded without changes to the city charter. from my perspective we can make changes but if we can did do that without would be

ideal. next according to the mayor's response this has been implemented and the cio should be involved with hiring of this personnel and number 17 and included with department heads in performance review process of current ict personnel. what i stated for this requires further analysis. if there are functional relationships between the city cio and departmental cio's they should assist them in the reviews. and recommendation 18 pending charter revision mayor develop methods for speeding up the hiring process for ict personnel. and the mayor should speed up the method for hiring ict personnel. finding number 25. city technology culture is based on the belief that departments

work on individual missions in expense of city wide needs. partially disagree. while few departments say their needs should trump city wide concerns bureaucratic turf has created this culture and not promote cooperation. finding number 26. the cooperative attitude among departments and dt previously founded by earlier civil grand jury has faded and what i have said to that i would actually disagree with that. i think in the last few years there has been improvement and cooperation between departments but still a good chance to achieve. i will say partially disagree. finding number 27, a department first perspective, not the city wide perspective, intended in the administrative code has resulted

in lack of coordination and communication between the departments and for this i would state agreed. the fact that these projects have taken so long to take forward is the attitude that perminates city agencies. next i also agree and it's difficult to move departments in the same direction. 29, department heads and cio's don't grant the authority for them in the administrative code as governing their own plans and actions. for this i agree. finding 30. neither coit or the cio believe in their ability to enforce these policies and initiatives and i patiently agree with that statement. while coit likes to

behave they have the authority to enforce policies and initiatives because it's a diffused body there is no one to hold them accountable. the last finding there is no secure or immediate consequences for departments failing to implement in city wide initiatives and meet time lines for compleetion. i agree. there are no consequences for them to meet time lines for completion and the last is recommendation 19 which is the recommendation is that the mayor provide consistent passionate and aggressive leadership in the field of city wide technology fostering progress and garnderring agreement moon