competency. i asked all departments how they were helping limited english speaking folks he in terms of assessing services. this is going to be a big priority of mine. we include in our annual mailing to ask whether or not people want to see their seated values in different languages. we have employees who are biennium and they're able to help us translate in mandrin and cantonese and spanish and latin.

and we also have access to the language service center. i don't know how well, that language works. and finally we're utilizeing more videos and we're teaching how people can apply for the property form. this is an area we're far from perfect but hope to have continued improvement. and now to the supervisors questions >> i think there was a question about overtime. currently, we have overtime about $1,800,000. we tried to limit the usage ofo. in our budget. but i will say in this year's

budget we've fallen behind but we haveo. money in our budget. and finally to the budget analyst recommendations. there are a number of remedies. i think we received some more edit to it recently. i say unfortunately we're not in agreement but we're reviewing it. we're the farthest part on the nutrition. so we looked to working with the budget analysis before we come back next monday >> thank you, colleagues any questions right now? >> okay. thanks. >> thank you. >> mrs. rose why don't we go to

the budget report carmen chu's department. >> assessor chu as stated we make no distinctions we're happy to work with the sear in this coming week to get agreement. our recommended reduction is on page 4. that's nor 2013 and of that amount 511789 are ongoing savings and the rest is one time savings. point 310th of the percent. and for fourteen, 15 our recommended reductions total 54307 and have that amount the entire 52307 are ongoing savings and those reductions would mean

34 million and 57 hundred thousand. and as i state we're work with the assessor and report back next week >> colleagues any questions for mr. rose or supervisor chu. >> thanks very much. >> thank you. okay. at this point colleagues we'll move on to the department of technology

>> yeah. whenever you're ready. looks like we need the projector as well. there it goes okay. so it's good to be back >> please speak into the microphone. you can pull it towards you >> i'm going to try to and share with you the well, the executive summary in the first couple of months to put the

pressure on what does the department agency do. i think it's important just for the - just for the golden gate exercise one colleague advised me to ask for fuel in case have a problem. so during the exercise we asked for fuel and the request was denied and we had to report back that all the communication shut down because without fuel the department takes care of the infrastructure of the tore and some of the colleagues didn't fully appreciate that it was funny. so we provided citywide services and we provided architectural. that's the fiber we run through

the radios and the infrastructure with those towers. we run the city mainframe that hosts the application that mr. rosen talked about. the multiple data centers and security systems. web services and the coverage for sf gov. tv and maps and pictures of buildings that help folks understand how to leverage it by the way. when i talk about architectural themes what does it mean. the efficiency when i say efficiency, of course, i talk about props and financial efficiency >> mark can i make a comment we're asked to keep the slides

to 10 page and you have 21. >> so you can fast forward them. >> if you could run through it we have a ton of things to do. >> you've seen the agricultural things so i'll try to bring the vision for our detection so the vision is what we aspire to. this is the war to be won and what are the important battles we choose to engage and our vision is we live in the senate city. and that's defined i borrowed that from right of framework. now how we deny the pillars

those are the dimensions we do well. in my opinion we're a art city between cities but also within our own city and we are the connected city. i mean we leave no one behind and allow people to assess what we provided. that means that includes the gear the hardware and the next time. if you're not connected it's difficult as a citizen to get a job or get training. it's important. so our mission is to enable the smart city. the smart city we deliver all the services across san francisco infrastructures and be

resilient. we need to make sure our services are robust and can exist in a earthquake and floods. so what do we need to do in my opinion. the battles we choose to fifth is architect you are and infrastructure and addressing the processes so we don't keep inventing the wheel. so the resources that we choose to commit to the game those battles our strategic efforts and the tower and the centers network hubs are the people. those are the skills we have between us. when you look at me, you should see two people two hats are the

director of the department of technology and traditionally but also san francisco is trying to bring us together across departments. so fire department, pd, mta and all have a lot of resources to share. the process is needed to be able to deliver. it's a very structured a very disciplined approach. i want to recreate that and, of course, our leadership. yeah, we know did greater good day but we have to be willing to make a sacrifice. first 40 days i won't dwell on that. this is what i spent my time

doing. i have to get to in the next month to a lot of you. and we've identified the priorities. so staffing is job one. mississippi congratulating the city's to one platform and be able to provide security. in order to deliver once again the portion of the p mo but the architectural group. i'm running catching a screaming train i should also ask inform a muscle that we need to - i'll try to find the money by other means renegotiation or we'll see

how we know do that. disaster recovery it's important for all our critical plantations every department. that comes before you has the same problem. we all need to have a mission group applications protected. bringing connectivity maybe not every single angle of the city but most of the city should have access to w wifi. and we're going to try to latter permits as well. you should see d t as an

enableer. so we'll partner very closely with todd to accelerate this. i can accelerate on that. we all love san francisco but we're not always working with the choifgs we need. every time you see a project you should see the project as scope and time and source. as well as we should have no more progression toward the project. we need to reboot it. and we need to revitalize some

of the activities and i would agree so we're going to try to bring closure. d t accomplishments. i'm not sure i want to read them all but infrastructure for the platform called emerge. it's host all the fast-forward and i for one look forward to all the good things i can do on our own portal. this is something i've seen in my previous company and i'm glad we're on that track >> thank with the rationaltion

on our centers. you can count on me to rationalize the things that need to be done. social media i think i picked on that one. we did a pilot with the civil departments puc, d m our own department and the next one that escapes me. and in the digital conclusion we proudly sponsored the training and i'll tell you when you - whether you going the minoritys engagement or just, you know,

talking about the people that we can train on programming on web, on technology and the proposition is to double or triple our salary or assess jobs that are in a much higher bracket that sounds appealing. there are 20 thousand training for users. so i know you've seen a lot of curves that group. i would have liked to see it not flat but what i catch here is the department of technology

that has been reduced n in the past without we build a anytime of muscle it takes money to make money but i'll tell you there's anna tremendous opportunity to bring a lot of cash. but you can't do that with nothing. we need to get the muscle and archite architect. so this mainly the f t increase in the project they move away from ranging street for public safety sector. and the creation of a sma

small-scale project office. oh, this one is simple enough. i'll move to our other priorities. the project management i just discussed to think - to be clear i was showing my inexperience in the public seethe. i came forward with $11 million and so i reduced it to survive core of not $3 million but the 1.2 and that's what you can do to jump start our initiative. above this you don't have an initiative. the business community are the

mainframe for the next month's we'll be able to - i think we'll simply say we're save we'll be back on our feet in 60 minutes and that paves the way for all the application in inform. we're not only a trail bel-air's but we're going to deliver and all the other departments can benefit from it. so thank you for your attention. and the enterprise security there's many dimensions of security. we have the towers that are too

vulnerable and needs to be properly protected. that represents the customer desk improvement including root cost analysis. and as business improvement again i'll you traveling tackle that structurally every time. and the pilot that was mentioned earlier. changing position i doubt you can read that but you have the company in front of you. this is the proposal. and i think that's my last slide i talked about but i wanted to make sure you realize what the program was. because i don't think - i don't think we made enough marketing around this and turn around the communication on the department of technology.

because i really believe in this. i support also internship programs that come from minority environment because this gives them true access to different jobs and different future. so i'll take questions that you may have. >> thank you very much. appreciate you skipping through the slides a little bit and certainty as we've met i look forward to work together we have a ton of work to do. colleagues at this point before we go to our budget report any questions >> yeah. i have a few questions but i'm not certain because you haven't been with the department very long but i'm hoping your team will be able to

help. because we're talking about, of course, yet again a lot of money. and one of the concerns i have is based on my experience with the department of technology. there is a lot of money and a lot of opportunity and a lot of work with the community but sometimes their somewhat of a disconnect. specifically there were fiber optic cable put in believes and when i he was with the african-american complex there was no training and also damage to the cable no understanding as we as an organization who was in city building how we could make it work or make it available to the public. and i noticed that you have a number of training hours with

hughs and i want to know where there's happening. and is there some disconnect with the city with regard to the department of technology to connect to access to connect with public television. i think again, you'll probably need a little bit nor time to get to the meat of that but there's really a challenge there. you, i mean there's so many challenges in our department abu there are a few thing that are did i connected and we're investing a lot of money. i want to make sure i'm confident that our investment is actually working in the bet hi best interest of the public >> i thank you for that.

in those 40 days i saw that. the good news is we have a very strong team in the infrastructure of public safety. we are totally able to install and to unfold this fiber to the right building not only to the library and public buildings. we know how to do that. this is one of the most military you operations that i've seen as far. but you're right the focus must be there. and how it gets down to answer your question i have my champion here and why don't you give us a little explanation >> yes ron department of

technology. thank you for your question on the african-american center. that's part of the legacy agreement that was part of the cable franchise agreement and here at tom cast we had part of the new public contract we wanted to include any other kufrl centers where they can link to different parts of the cities so they can do things currently. but this was part of the monies we received from the obamas administration. we're now at year it

didn't work. i want to make sure we're doing what we need to do to provide a road map of success for each of those capabilities. but there are some that have been left in limbo without a clear understanding of access to equipment. i don't know what this looks like in terms of exhibit no. 2 it to the public but just a way to make this really an effective tool for community to use. it's important to me >> thank you.

>> i'll just add something to many. you're touching a sweet spot. when i invested canning r rescinding kin street i asked it's important to manage our points the fiber but we need to manage the communication. what drives you crazy drives me crazy. we should aggressively communicate to everybody out there and you can count on me to come back soon with my plans >> i'm looking forward to it. i have a few other questions that are a little bit separate from that program. again a lot of money and a lot of challenges. and anymore specifics.

in city hall we've been xrng challenges to the network. we want to make sure that the place where city business gets handled on this scale we're adequately served with access to the internet to conduct business. no need to respond i want to make that point >> can't agree more. >> the other thing to mention i serve on the golden gate bridge and recently, there was an app that was presented the board makes the ability to do business so much more efficient because