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 ca

cio and the role of dt need to be separated into two positions. dt reporting to the city cio. the role of the city cio is to create a clear vision for technology city wide, develop strategies with departments for new projects, and implementing what has been approved. he should be concerned with integrating and cord naided interdepartment activities. dt on the other hand focuses on daily operations that are shared throughout the city. combining these two roles causes confusion, particularly over the role city cio and in combination it's too much for one person to do properly. information -- pardon me for a moment. our report points out specific deficiency in how dat is gathered, organized and presented. one example is reflected in budget reports. while budgets are made on a department by department basis there is not a complete agreement on certain definitions. for example, where does one budget for radio systems? not in technology. as a result the controller presented a city budget for technology of just under $200 million. through our interviews with technology leadershi

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 i

this grand jury is not the only voice that called more direct relationship between the city cio and budget leaders or a budget plan or urged reform to technology practices so they match the dynamic technology world, or any of the other recommendations in our report, but the way things are done around here is so embedded in san francisco government culture that the potential benefits to the san francisco community that have been raised, not just by us, are more than ignored. they are mocked by a city administration fearing change. we believe that only the mayor can make the changes that we and others have proposed. no one else has the direct authority over government operations than he has. he can do it if he is willing to put the passionate leadership he puts in attracting tech business to the city and improving the organization and technology within san francisco government. perhaps we have to wait for a different administration for there to be a fair hearing on ways to improve technology. perhaps you, the board of supervisors, can take up this challenge. we hope you will. there was a bet