2022-2023 Civil Grand Jury Report

R1

Prior to the start of the 2024–2025 school year, the San Francisco Board of Education should direct the Superintendent of schools to prepare an annual public report on SFUSD’s efforts to recruit and retain credentialed teachers.  Response to Recommendation 1: My office will regularly update the Board of Education regarding the recruitment and retention of credentialed teachers. I will also abide by any instruction given by the Board of Education.

R2

1: Prior to the start of the 2024–2025 school year, the San Francisco Board of Education should direct the Superintendent of schools to prepare an annual public report on SFUSD’s credentialed teacher salaries relative to United States Department of Housing and Urban Development (HUD) Income Limits.  Response to Recommendation 2.1: My office will regularly update the Board of Education regarding the salaries of credentialed teachers. I will also abide by any instruction given by the Board of Education.

R3

By December 30, 2023, the San Francisco Board of Education should direct the Superintendent of schools to expand its promotion of SFUSD’s pension and benefits programs and San Francisco’s teacher housing subsidies in its recruiting materials.  Response to Recommendation 3: My office will promote the benefits of becoming a credentialed teacher in SFUSD. I will also abide by any instruction given by the Board of Education.

R4

1: By September 30, 2023, the Mayor should request that the San Francisco Controller’s Office prepare a public report that performs a root-cause analysis of the San Francisco Unified School District’s purchase and implementation of EMPowerSF.  Response to Recommendation 4.1: To the extent I am asked, I will continue to work collaboratively with the Mayor and her team. I will also abide by any instruction given by the Board of Education. 4

R5

1: By December 30, 2023, the San Francisco Board of Education should direct the Superintendent of schools to incorporate the appropriate training, protocols, and software tooling to record the reasons credentialed teachers do not accept job offers in SFUSD, and prepare an annual summary report analyzing these factors.  Response to Recommendation 5.1: My office will endeavor to collect information as to why credentialed teachers turn down employment with SFUSD, and update the Board as to those findings. I will also abide by any instruction given by the Board of Education.

R6

By December 30, 2023, the San Francisco Board of Education should direct the Superintendent of schools to direct all SFUSD employees to cooperate with Civil Grand Jury investigations.  Response to Recommendation 6: My office will inform staff to follow all laws, which includes those compelling cooperation with the Civil Grand Jury. I will also abide by any instruction given by the Board of Education. EXHIBITA EXHIBIT A EMPowerSF EMPowerSF State of Emergency State of Emergency SSuuppeerriinntteennddeennt t UUppddaatete BBooaarrdd ooff EEdduuccaatitioonn RReegguulalar r MMeeeteitningg NNoovveemmbebre r 1155, , 22002222 SFUSD EMPowerSF State of Emergency State of emergency declared on ● November 7, 2022 SFUSD will take extraordinary ● corrective action to fix EMPowerSF SFUSD is committed to ● Making our staff whole ○ Transparency ○ Accountability ○ ● Reassigned ~20 FTE number of SFUSD staff to the What has Command Center. This increases SFUSD fully happened devoted to EMPowerSF from 5 FTE to ~25 FTE. since ● Provided full day training on the Corrective Action declaring a Plan for reassigned staff with all of our partners. state of emergency? ● Communicated to all 4500+ employees who have a ticket that we will be starting our case management process and they will be assigned a case manager. ● Published an EMPowerSF website: sfusd.edu/EMPowerSFUpdates ● SAP moved SFUSD to “global escalation” status to receive additional support EEMMPPoowwereSrSFF RReessoolluuttiioonn DDaasshhbbooaradrd EMPowerSF Resolution Dashboard The EMPowerSF implementation has been challenging for SFUSD and disruptive for our employees. The district has called a payroll state of emergency to take extraordinary corrective action to make employees whole. In response to this payroll emergency, the district is developing an EMPowerSF Resolution Dashboard to transparently communicate our progress in fixing the system. VIEW DASHBOARD ú Chhir ome Fiill e Eddiit Viiee w Hii story Bookkmmaarrkk:s Proffiill es Ta b Wiinndd ow HelpI @® > ®# y== >= Q SBS MonloNn ov Nov 14 2E :10P M +, EMPowerSF Resolution Dashb: X €& > Ct @ sfusd.edu/information-employees/empowersf/empowersf-resolution-dashboard ox & O 3 Update SFUSD Schools Di... Zendesk... G SFUSD LEAD Matr... District Ci i... >|? school @ wel to Syner... ff Whatis Your Orga... G SFUSD LEAD Matr... @) Toward effective g.... @ Free Online Gram... » Bry SELECT LANGUAGE Information for: FAMILIES STUDENTS EMPLOYEES COMMUNITY JOB SEEKERS EMPLOYEE LOGIN AL ABOUT SCHOOLS LEARNING SERVICES CALENDARS CONNECT Search a HOME> EM 'YEES » EMPOWERSF » EMPOWERSF RESOLUTION DASHBOARD EMPowerSF Resolution Dashboard Info for Employees S g : pg » This dashboard reports on our progress in fixing our EMPowerSF payroll system. The system is “fixed” when our employees do not have on-going payroll issues. Progress is defined by minimizing the impact of our employees until the EMPowerSF eS system is fixed. The district has identified Key Performance Indicators (KPIs) to track our progress. EMPowerSF Resolution Our first two KPI reports are about closing payroll tickets and reducing the number of impacted employees. In the coming Dashboard weeks, we will establish benchmarks to assess our effort toward fixing our system. ta A mee This dashboard will evolve as we continue to gather data on our progress and identify additional KPIs. Most importantly, Salary will be establishing a timeline for fully fixing EMPowerSF once we have more data on what it takes to resolve issues Labor Relations A SAP Slides SAP Participation at SFUSD Command Center SAP has placed SFUSD into the highest The escalation manager provides level of escalation with visibility to the SAP transparency to all stakeholders (SFUSD, Executive Board Infosys and SAP) on the progress of the issues using a fact based methodology ona The escalation will be led by an escalation regular basis. manager who is empowered to break down any barriers that impact resolution The escalation remains engaged until the top issues impacting payroll have been The SAP escalation team is comprised of resolved. These top issues will be mutually functional and technical experts from across aligned between SFUSD and SAP. the SAP ecosystem Members of the escalation team have joined the command center to support SFUSD and SAP SuccessFactors Infosys with the resolution of the payroll issues. SAP Slides SAP SuccessFactors SAP has a long and successful track record of partnering with public sector organizations like San Francisco Unified School District and we are fully committed to ensuring our customers realize the value of their digital investments. We are working diligently with SFUSD leadership and SFUSD-selected implementation partners to address these issues as quickly as possible so the School District can deliver a positive outcome for its employees. EMPowerSF ● Benefits, Leaves, and Payroll Call Center: Ongoing 415-463-1550 Support ● Redesign of HR and Business Services Online Service Center (Zendesk) ● Timesheet Office Hours for Supervisors and Clerks ● Tax-Sheltered Annuities In-Person Clinic EXHIBIT B EXHIBIT B EMPowersF § abilizatior EMPowerSF Stabilization J Ja a n n u u a a ry ry 2 24 4 ",th , 2 20 0 2 2 2 2 ; Alvarez & MARSAL LEADERSHIP ACTION. RESULTS: ' CCororrerectcitvivee Action Program le, 16:9 Onscreen Template Presentation Overview 1. What are our major accomplishments since declaring a state of emergency? 2. What does it mean to “fix” EMPowerSF? 3. What is the path forward to stabilize EMPowerSF over the next 90 days? EMPowerSF Stabilization | Corrective Action Plan 1 EMPowerSF Corrective Action Plan | Major Accomplishments ● Resolved highest priority issues ○ Health benefits ○ 403b contributions ○ Payments for staff on parental leave ○ Off-cycle checks ● Executed high priority tasks ○ 6% salary increase to UESF members ○ Established the process and timeline to follow through on previous agreed upon salary increases ○ End-of-year close out and set up for 2023 of more than 10,000 employees ○ W-2 implementation ● Fully implemented Command Center ○ Established case management team and reduced the overall backlog of tickets ○ Identified 40 unique root causes of payroll related issues EMPowerSF Stabilization | Corrective Action Plan 2 Major Accomplishments | CAP Payroll Tickets and Trends Although new ticket volumes remain high, increased CAP capacity is forecasting a backlog of 8,828 at the end of January down from a high of 10,514 in mid-November Key Takeaways The cumulative impact of the CAP Initiated 11/15 Command Center is “bending the ❶ curve” in reducing the backlog of tickets Case Management is consistently ❷ closing more tickets than receiving on a week-to-week basis Process improvements, system fixes and payroll processing error ❸ reductions are contributing to the slight reduction in new tickets * * Note: January results are forecasted based on MTD results EMPowerSF Stabilization | Corrective Action Plan 3 A “Fixed” EmpowerSF | Defining the End Game Key Indicators of Success Less than 25 payroll errors per payroll cycle 1 ❶ All new payroll issues are resolved within one payroll cycle ❷ ❸ Business Services, Human Resources, and Technology are fully staffed ❹ Consulting and contract support limited to technical assistance 1 Benchmark is based on Council of Great City Schools KPI Report for comparable school districts. See p. 23 for payroll error rates reported in the Council of Great City Schools KPI report. Operations KPI Report 2022.pdf (cgcs.org) EMPowerSF Stabilization | Corrective Action Plan 4 What Went Wrong Leading into the Launch of EmpowerSF | Our Understanding A&M did not conduct an audit or detailed analysis of the EMPowerSF platform requirements, data conversions, configuration and implementation; This represents our understanding of ‘what went wrong’ based on document artifacts, observation of current problem manifestations and participant conversations with us over the course of our work EMPowerSF was deployed without sufficiently defining requirements, testing, and training to support the ❶ broad variety and complexity of payroll and benefits use cases that occur throughout the calendar year. As a result, the complexities of the district operating model were not adequately configured into the EMPowerSF platform. These complexities stretched the capabilities of the native systems, and in many ❷ cases, required custom configurations. In addition, data management and systems integration with outside providers that support SFUSD HR and payroll operations were not designed correctly and are a source of persistent errors. The District did not have robust contingency plan or the needed resources to rollback to the previous system ❸ as they were focused on implementation and supporting the new platform. Notwithstanding, the implementation complexity was also compounded by COVID-19 - the District was ❹ focused on COVID, not EMPowerSF. The post implementation support capabilities was (and is) understaffed; and did not have the necessary skills to address the volume, diversity and complexity of trouble tickets; At the point of implementation, ❺ SFUSD operational teams experienced staffing shortages resulting in response delays that were compounded by a peak of 10,514 tickets over the first 11 months of operation. EMPowerSF Assessment & Stabilization | Corrective Action Plan 5 A “Stable” EmpowerSF | Upcoming Key 90 Day Milestones Near Term Milestones Target - Fully staffed and operational Case Management function Case - Overall employee tickets backlog reduced by half April 2023 Management - Org design and staffing requirements for steady state operations Root - Comprehensive documentation of Root Cause Tree Feb 2023 Cause - New root causes for payroll related issues are no longer being identified Payroll - Payment correction claims triaged and audited Feb 2023 Corrections - Process and timeline for resolution of employee payment correction claims - 90-day roadmap of prioritized initiatives along with pipeline of additional follow-on initiatives Process - Multiple work plans drafted based on specific use-cases to address root cause(s) of payroll issues May 2023 - Staffing plan to fill critical resource gaps in key functions such as Payroll, Benefits, and HR - 90-day roadmap and release plan of prioritized systems changes and fixes to address root causes Systems May 2023 - Documentation of key resource gaps and staffing plan required to support EMPowerSF platform - Availability of automated reports and dashboards to provide status and insight on employee tickets Analytics Feb 2023 - Ability to tie impacted ticket volume/employees to various root causes EMPowerSF Stabilization | Corrective Action Plan 6 What are we accountable to accomplish in the next 90 days to stabilize EMPowerSF? Key Indicators of Success ❶ Overall employee ticket backlog is reduced by half ❷ All root causes are identified and resolution is mapped out with a timeline ❸ Key vacancies in business services, technology, and human resources are filled EMPowerSF Stabilization | Corrective Action Plan 7 Appendix EMPowerSF Assessment & Stabilization | Corrective Action Plan 8 EMPowerSF Corrective Action Plan | Nov 15 to Dec 15 Accomplishments ✔ Deployed a comprehensive Corrective Action Plan consisting of six closely linked and integrated full-time and co-located teams (Command Center), coordinated through a streamlined and efficient governance and program management process. The overall team of 50+ resources deployed on the program includes key staff and leaders from SFUSD, Infosys, SAP, A&M, and other contractors ✔ Onboarded a dedicated team of 15+ Case Managers consisting of experienced SFUSD staff and external contractors to stabilize the ticket backlog which stands at 9,548 tickets as of December 6th, compared to a backlog of 10,082 tickets on November 7th (this backlog was on a continuous uptrend since January 2022) ✔ Established Case Management operations center with Zendesk as the primary tool to record payroll related tickets, replacing multiple issue trackers, and deployed a dashboard to monitor daily movements and trends in closed and opened tickets ✔ Executed 6% raise and 403b contribution updates leveraging a higher level of focus on key upcoming payroll related events/actions that impact large groups of employees to proactively mitigate issues and minimize payroll related tickets ✔ Conducted detailed root cause analysis of 447 random sample tickets to develop better insights on key drivers of tickets and develop strategies and timing for achieving steady level of ticket volume and backlog in 2023 ✔ Initiated quick action closure of aged tickets with no activity since July 2022, by moving tickets to a closed status and requesting employees to resubmit tickets if issues are still unresolved to segregate tickets that still require action from those that are open due to ticket administration process gaps ✔ Reviewed existing document repository for EMPowerSF training and guidelines, mapped end-to-end hire to retire activities, and documented known issues ✔ Initiated consolidation of known issues into 30+ work packages that require process, policy, and/or systems related actions to address the underlying root cause of payroll related issues EMPowerSF Stabilization | Corrective Action Plan 9 EMPowerSF Corrective Action Plan | Dec 15 to Jan 20 Accomplishments ✔ Developed and implemented case management team operating model (e.g., targeted ticket queues for case managers, ticket resolution groups based on subject matter expertise and skill levels, SME hand-offs, high priority ticket handling, and SLAs) to drive ticket resolution efficiency ✔ On-boarded additional call center agents and contractors to Case Management team to expand capacity for reduction of ticket backlog, and conducted targeted training sessions on Benefits, Payroll, Leaves, and Timesheets for faster resolution of high priority tickets ✔ Developed focused campaigns to reduce ticket backlog using data analytics to identify quickly closeable tickets ✔ Developed 30+ work packages by consolidating over 300 items from EMPowerSF issues tracker to organize effort for classification and identification of root causes and for input into the development of 90-day roadmap ✔ Developed detailed root cause list based on multiple data sources including EMPowerSF issues tracker, SAP reports, payroll errors, complex tickets to serve as input for high impact Process and Systems initiatives ✔ Conducted cross-functional workshops and detailed work plan to address payroll issues related to retroactive role changes (six unique use cases covering (1) Day-to-day Substitute to CSF, (2) Para-educator to CSF, (3) Admin to Management, (4) Temporary Summer School assignments, (5) CSE to Management, (6) CSF to Admin) that could impact up to 2,500 annual tickets ✔ Organized a payroll audit team composed of resources from SFUSD, Robert Haff, Infosys, and A&M to audit of over 1,200 employee payroll claims associated ~$4.3M in overpayments (A/P checks, tax withholdings, 403b adjustments, and other overpayments) ✔ Systems team continued resolution of known issues related to payroll processing while supporting multiple contractually mandated and year end activities (6% salary increase, off-cycle paychecks, Child-bonding LOA pay differentials, 2023 benefits rate changes, Stipends, W2, etc.) ✔ Launched change management effort to identify immediate and ongoing communication needs associated with CAP (team design, change management strategy, communication protocols for various stakeholder groups, intake process, knowledge transfer) EMPowerSF Stabilization | Corrective Action Plan 10 Major CAP Accomplishments | Activities and Outcomes Nov 15-30, 2022 Dec 1-31, 2022 Jan 1-20, 2023 ✔ Corrective Action Plan team setup ✔ Established Case Management Operating ✔ Increased focus on classification and Model resolution of high priority tickets ✔ Case Management agent onboarding and training ✔ Onboarded additional Case Management ✔ Identified and documented ~40 payroll error staff root causes ✔ Process Team onboarding and project scoping ✔ Rolled out the updated Zendesk platform ✔ Began rollout of process changes related to and unified all inbound issue management retroactive roll changes ✔ Detailed analysis of sample tickets (5% of all open tickets) ✔ Developed process improvement initiatives ✔ Developed plan for recovery of related to retroactive role changes overpayments ✔ Initiated audit of payroll correction claims ✔ Initiated change management activities ★ CAP team charters, roles & responsibilities, ★ Expanded capacity for ticket resolution ★ Reduction of high priority ticket backlog team interaction model ★ Public Dashboard of Ticket Backlog and ★ Root Cause definitions and characteristics ★ Queue based ticket management Impacted Employees for improved visibility ★ Detailed execution plan for initial Process ★ Initial insights on ticket composition ★ Consolidated work packages to organize Change initiatives and prioritize corrective actions ★ Proactive communications to select group ★ Audited 200+ payroll correction claims of impacted employees EMPowerSF Stabilization | Corrective Action Plan 11 seitivitcA yeK semoctuO EMPowerSF Corrective Action Plan | Major Accomplishments Operationalized Command Center Ongoing Challenges • Deployed a comprehensive Corrective Action Plan • The EmpowerSF issues continue to be complex. As consisting of six integrated and co-located teams wt our previously stated, it will take 1+ year to remediate. Command Center, consisting of 50+ staff SFUSD, Infosys, SAP, A&M, and other contractors • Full-time commitment of SFUSD employees to the Command Center remains challenging. Staffing shortages • Identified 40 unique root causes of payroll-related issues. and high reliance on a limited number of individuals with Root causes will be used to prioritize high-impact initiatives unique skillset continue to slow progress for process and systems teams, preventing future payroll issues • • Heavy reliance on IT and Infosys to run payroll continues to be a hindrance to making progress on critical system fixes • Improved the payroll ticket resolution process through the creation of a dedicated case management team, reducing FIXED THE HIGHEST PRIORITY ISSUES: the overall backlog from a peak of ~10,500 tickets to ~9,000 403B CONTRIBUTIONS tickets HEALTH BENEFITS BEING DROPPED • Executed 6% raise and 403b contribution updates CHILD BOND LEAVE (EXPLAIN IN KEY WORDS) leveraging a higher level of focus on key upcoming EXECUTED THE HIGHEST PRIORITY TASKS payroll-related events and payroll close 6% IMPLEMENTATION W-2 • NEXT HIGH PRIORITY TASKS - ADDITIONAL SALARY EMPowerSF Stabilization | Corrective Action Plan 12 INCREASES EXHIBITC EXHIBIT C Payroll'State Payroll State of Emergency Update February 21, 2022 February 21, 2022 16:9 Onscreen Template A “Fixed” EmpowerSF | Defining the End Game Key Indicators of Success Less than 25 payroll errors per payroll cycle 1 ❶ All new pay related issues are resolved within one payroll cycle ❷ ❸ Business Services, Human Resources, and Technology are fully staffed ❹ Consulting and contract support limited to technical assistance 1 Benchmark is based on Council of Great City Schools KPI Report for comparable school districts. See p. 23 for payroll error rates reported in the Council of Great City Schools KPI report. Operations KPI Report 2022.pdf (cgcs.org) EMPowerSF Stabilization | Corrective Action Plan 1 Command Center 90 Day Focus* Key Indicators of Success ❶ Overall employee ticket backlog is reduced by half ❷ All root causes are identified and resolution is mapped out with a timeline ❸ Key vacancies in business services, technology, and human resources are filled * The 90 day focus refers to the time from January 15 to April 15, 2023 EMPowerSF Stabilization | Corrective Action Plan 2 Major Accomplishments | CAP Payroll Tickets and Trends Although new ticket volumes remain high, increased CAP capacity is forecasting a backlog of 5,741 at the end of February down from a high of 10,514 in mid-November Key Takeaways CAP Initiated 11/15 The cumulative impact of the Command Center is “bending the 1 curve” in reducing the backlog of tickets Case Managers have accelerated ticket closure rates due to increased specialization and 2 added capacity, significantly closing more tickets than are opened each week Process improvements, system fixes and payroll processing error 3 reductions are contributing to the reduction in new tickets * Note: February results are forecasted based on MTD results * EMPowerSF Stabilization | Corrective Action Plan 3 AP & Off-cycle Payments This is the current snapshot of AP & Off-cycle payments. These represent the number of people and $value of AP and Off-cycle payments by period. These metrics reflect remediation activities for payroll corrections and related errors (i.e., making employee’s whole) and are key performance indicators for payroll stabilization. We would expect these payments to decline over time as process and systems fixes are implemented. EMPowerSF Stabilization | Corrective Action Plan Long-Term Staffing Approach Training of Current Staff Increase Access to Hiring External Support ● Payroll ● Subject matter experts identified to support ● We now have more clarity on ● Human Resources EMPowerSF implementation while hiring full-time what positions are needed to ● Information Technology SFUSD staff sustain the EMPowerSF ● Site/Department staff ● RFP has been released for temporary staff ecosystem ● Accounting providers ● Approval has been given to ● Budgeting ● Increase use of temporary staff to support hire all needed staff for ○ Payroll/Human Resources Payroll, IT, Accounting, ○ Data testing Budgeting and HR ○ Case management ○ Call Center ○ System support ○ Process documentation ○ Training ○ System Integrations IIssssuueess oonn tthhee HHoorriizzoonn o e Continued reliance on Infosys ● Continued reliance on Infosys e Overpayments ● Overpayments ●e Tlaaxx sseeaassoonn EEMMPPoowwereSrSFF SSttaabbililiizzaattiioonn || CCoorrrreectcitivvee AAccttiioonn PPllaann 66 Appendix A “Stable” EmpowerSF | Upcoming Key 90 Day Milestones Near Term Milestones Target - Fully staffed and operational Case Management function Case - Overall employee tickets backlog reduced by half April 2023 Management - Org design and staffing requirements for steady state operations Root - Comprehensive documentation of Root Cause Tree Feb 2023 Cause - New root causes for payroll related issues are no longer being identified Payroll - Payment correction claims triaged and audited Feb 2023 Corrections - Process and timeline for resolution of employee payment correction claims - 90-day roadmap of prioritized initiatives along with pipeline of additional follow-on initiatives Process - Multiple work plans drafted based on specific use-cases to address root cause(s) of payroll issues May 2023 - Staffing plan to fill critical resource gaps in key functions such as Payroll, Benefits, and HR - 90-day roadmap and release plan of prioritized systems changes and fixes to address root causes Systems May 2023 - Documentation of key resource gaps and staffing plan required to support EMPowerSF platform - Availability of automated reports and dashboards to provide status and insight on employee tickets Analytics Feb 2023 - Ability to tie impacted ticket volume/employees to various root causes EMPowerSF Stabilization | Corrective Action Plan 8 EXHIBIT D EXHIBIT D Payroll'State Payroll State of Emergency Update NIN ALS April 11, 2023 16:9 Onscreen Template A “Fixed” EmpowerSF | Defining the End Game Key Indicators of Success Less than 25 payroll errors per payroll cycle 1 ❶ All new pay related issues are resolved within one payroll cycle ❷ ❸ Business Services, Human Resources, and Technology are fully staffed ❹ Consulting and contract support limited to technical assistance 1 Benchmark is based on Council of Great City Schools KPI Report for comparable school districts. See p. 23 for payroll error rates reported in the Council of Great City Schools KPI report. Operations KPI Report 2022.pdf (cgcs.org) EMPowerSF Stabilization | Corrective Action Plan 1 Corrective Action Plan 90 Day Focus* Key Indicators of Success Progress ❶ Overall employee ticket backlog is reduced by half ❷ All root causes are identified and resolution is mapped out with a timeline Key vacancies in business services, technology, and human resources ❸ are filled * The 90 day focus refers to the time from January 15 to April 15, 2023 EMPowerSF Stabilization | Corrective Action Plan 2 Major Accomplishments | CAP Payroll Tickets and Trends Although new ticket volumes remain high, CM specialization contributes to a forecasted backlog of 1,577 at the end of April down from a high of 10,514 in mid-November Key Takeaways CAP Initiated 11/15 The cumulative impact of the 1 Command Center is “bending the curve” in reducing the ticket backlog Case Managers have accelerated ticket closure rates due to increased 2 specialization, significantly closing more tickets than are opened each week High priority tickets have reduced from 840 to 300 by integrating 3 functional teams into the ticket closing process Process improvements, system fixes and payroll processing error 4 reductions are contributing to the reduction in new tickets * * Note: April results are forecasted based on MTD results EMPowerSF Stabilization | Corrective Action Plan 3 From Issues to Root Causes to “Work Packages” Key Inputs Root Causes Work Packages Projects Known Issues Backlog Structured documentation tree based on Root causes grouped into Actionable projects identified to December Issue Log (306) underlying causes for issues/errors 12 distinct themes achieve outcomes for work Additional Issue Items (100) packages Latest Issue Log (332) Remediate known issues in existing interfaces Case Management Ticket Sample (447) Instrument all interfaces for Escalation Queue (55) Root Cause Interface monitoring Highly Complex Tickets Implement new interface Symptoms between E-School and Root Cause Frequently Impacted Employees Workforce (65) Problem/ Establish clear leave and Payroll Processing Symptoms Root Cause Error holiday policies, processes, and Bi-weekly and Monthly Payroll trainings Error Reports (3) Leave Remediate leave setup and Root Cause Symptoms Management accrual issues SFUSD Function Leads Remediate leaves usage and Root Cause Time Entry Department of Technology payout issues ● The root cause inventory was derived largely from reviewing ~800 randomly selected Zendesk tickets submitted by SFUSD users and ~500 issues logged in the Issues Tracker by various CAP team members in calendar year 2022. Root Causes were developed while assessing and analyzing users’ experiences described in the Zendesk tickets, and the issues’ definitions in the Issues Tracker. ● Root causes grouped into 12 distinct work packages based on themes. Projects identified to realize outcomes for each work package. Work Packages Prioritization # Work Package 1 Interface High impact work 2 Time Entry 3 Leave Management packages have been 4 Employee / Payroll Data Management assigned a higher 6 Pay Rules Management prioritization Pay Statement Accuracy and 8 Transparency 9 Termination and Retirements 10 Stipend 12 Overpayment Recoupment 13 Workflow 14 Operational KPI and Reporting 15 Benefits Management Work Package | Project Stages Illustrative project lifecycle stages for work package implementation; Each project will conform to these stages, tasks and deliverables; Teams are chartered and staffed according to required skills and resource requirements; Controls are established to measure $ burn rates against deliverable per project timeline (actual hours booked to each project measured against deliverables); Payments are tied to outcomes (deliverables); Discovery Planning Design Build Test Deploy Support Tasks • Confirm business drivers • Determine project scope • Document current • Capture technical • Conduct integration • Move changes to • Monitor KPI’s and objectives / outcomes (process, policy, system business process (as-is) requirements testing production • Address identified defects defects/enhancements, • Determine work scope data) • Review identified defects / • Configure SAP • Conduct UAT testing • Conduct smoke test • Knowledge transfer from (process, policy, system enhancements SuccessFactors • Conduct regression testing • Obtain business remediation to support defects/enhancements, • Identify project roles & • Identify and document • Build customizations, confirmation that changes team data) responsibilities • Obtain business sign-off business requirements reports are working as designed on testing results • Define list of projects • Create project charter • Align business • Update / develop • Conduct lessons learned to within each work package • Conduct training as • Create project requirements with SAP interfaces be applied to next work needed • Determine project priority management / execution best practices package / project • Conduct unit testing plan • Issue communications • Document proposed • Transition ongoing support • Conduct proof of concept announcing upcoming • Define project business (to-be) to application support (POC) walk-throughs changes communication plan team • Develop functional • Document configuration, • Obtain authorization for • Obtain charter sign-off requirements customizations moving changes to doc6umentation production • Document unit testing • Define use cases for results testing • Conduct QA, obtain • Conduct QA, obtain sign-off on documentation sign-off on documentation Deliverables • Work package project list • Project charter(s) • Business requirements • Documentation for: • Documented testing • Documented lessons • KPI Reports (issues, tickets, documents (BRD) results & sign-off learned payroll errors, etc.) • Project plan(s) • Technical requirements • Functional requirements • Training material • Project communication • Configuration documents (FRD) plan(s) • Communications • Customizations • Requirements Traceability Matrix (RTM) • Unit testing results Staffing | Progress During 90 Day Plan As of 4/6/23, 12 out of 44 immediate need positions are filled (27%) Function Total Positions Progress as of 4/6 HR 22 +9 11 Technology 10 +2 8 Business Services 10 +1 9 Labor 1 - 1 Superintendents Offices 1 - 1 Total 44 +12 32 EMPowerSF Stabilization | Corrective Action Plan Progress on Temporary Staffing ● Increased Robert Half Employees Providing Support ○ Case management ○ Salary Team ○ Payroll Support ○ HR Support ● Expanding Pool of Temporary Staff ○ An RFP identified 10 qualified contractors ○ Focus on additional support in the areas noted above as well as ) increased technical expertise to address systems issues (i.e. testing EMPowerSF Stabilization | Corrective Action Plan 8 Tax Withholding Update ● Submitted all corrections to the state Franchise Tax Board ● Currently auditing federal data submitted to the IRS to reconcile any anomalies ● Collaborated with the City of San Francisco to offer financial advice to all employees ● Engaged with a tax preparation firm to provide tax services for those who received a W-2c and Overpayment Letter EMPowerSF Stabilization | Corrective Action Plan 9 Corrective Action Plan Next 90 Day Focus* Key Indicators of Success ❶ Overall employee ticket backlog is less than 1,000 ❷ New tickets are resolved (or better) Reduce by half (11 FTE) the key vacancies in business services, technology, ❸ and human resources ❹ Work package timeline is established so a stabilization date is identified `* The next 90 day focus refers to the time from April 15 to July 15, 2023 EMPowerSF Stabilization | Corrective Action Plan 10 EXHIBIT E EXHIBIT E Payroll'State Payroll State of Emergency Update May 9, 2023 May 9, 2023 16:9 Onscreen Template A “Fixed” EmpowerSF | Defining the End Game Key Indicators of Success Less than 25 payroll errors per payroll cycle 1 ❶ All new pay related issues are resolved within one payroll cycle ❷ ❸ Business Services, Human Resources, and Technology are fully staffed ❹ Consulting and contract support limited to technical assistance 1 Benchmark is based on Council of Great City Schools KPI Report for comparable school districts. See p. 23 for payroll error rates reported in the Council of Great City Schools KPI report. Operations KPI Report 2022.pdf (cgcs.org) EMPowerSF Stabilization | Corrective Action Plan 1 Corrective Action Plan Next 90 Day Focus* Key Indicators of Success ❶ Overall employee ticket backlog is less than 1,000 ❷ New tickets are resolved (or better) Reduce by half (11 FTE) the key vacancies in business services, technology, ❸ and human resources ❹ Work package timeline is established so a stabilization date is identified `* The next 90 day focus refers to the time from April 15 to July 15, 2023 EMPowerSF Stabilization | Corrective Action Plan 2 Ticket Backlog Key Indicators of Success ❶ Overall employee ticket backlog is less than 1,000 ❷ New tickets are resolved (or better) Reduce by half (11 FTE) the key vacancies in business services, technology, ❸ and human resources ❹ Work package timeline is established so a stabilization date is identified EMPowerSF Stabilization | Corrective Action Plan 3 Ticket Backlog 1,591 -94 4 Tracking Backlog - Target Difference Weekly Backlog Difference 2,991 61% 17 OK 13K Backlog - Target Difference (%) Weeks to Stabilization Backlog by Queue 613 600 500 Z 400 2 ES 324 o E 300 275 3 eee 231 o 211 203 200 165 100 6 = o * Salary * Leaves * SME - Payroll * HR General * SME - * Payroll * Benefits * Payroll * Deductions *EMPowerSF *SME-General * Root Cause Benefits Monthly Bi-Weekly General Group es =EMPOWERSF CALL CENTER = Total Calls V.2 has improved its ability to meet employees’ needs by The increase in call Ae é E providing comprehensive volume in v.1 and = a 100 training to agents and subsequent decline in Call . . | \ ails increasing the number of A minimum of v.2 is due to more . agents available. three agents are agents being assigned to each available to answer shift, with _ employees calls the spa staffing SO uring morning first time hours from Tuesday to Friday. Tax Withholding Update ● Submitted all corrections to the state Franchise Tax Board ● Audited Federal data submitted to the IRS to reconcile any anomalies ● Collaborated with the City of San Francisco to offer financial advice to all employees ● Engaged with a tax preparation firm to provide tax services for those who received a W-2c and Overpayment Letter 6 Looking Forward: Risks and Opportunities Looking Forward: Risks and Opportunities ) « State penalties ● State penalties e Staffing ● Staffing e Labor negotiations ● Labor negotiations e A&M Transition ● A&M Transition Pending due to negotiations and final Board approval: o SEIU o Common Crafts o *Local 6 “me too” after Common Crafts final negotiations o Unrepresented Non-Management S fe (follows SEIU once the SEIU A Ac agreement is reached) EE, ee 7 EXHIBIT F EXHIBIT F b ees mus = Payroll State of Emergency Update = Payroll State of Emergency Update A 4 8.8.2023 8.8.2023 EMPowerSF 2 Stabilization KPIs 1 Less than 25 payroll errors per paycycle 2 All new payroll issues are resolved within one payroll cycle 3 Business Services, Human Resources, and Technology are fully staffed 4 Consulting and contract support limited to technical assistance 3 90-Day KPIs* Progress Key Performance Indicators (KPIs) New tickets are resolved (or better) Overall employee ticket backlog is less than 1,000 Reduce by half (11 FTE) the key vacancies in business services, technology, and human resources Work package timeline is established so a stabilization date is identified *May 1 - July 31, 2023 Ticket Resolution Opened, Closed and Difference ReA e e et O Opened Tickets e Closed Tickets e Difference e Total Open Tickets al 13,32 213 200 192 200 3400 3409 166 By Group 186 i 143S9s 1 "Vo 139 ‘cs ET i 116 CO 3200 cers My 107 | j ln 100 3050 | eet eee “HR General rs 86 Mi Mh | | a | 1 3000 : lens HET | . le A eg 0 ll WL LL an ull 4 "a f AI ued L t all M P e an wlll ll h | | : R il l Payr y ol Mort. IE ' T’| 2000 ‘soy IIMNRATS «<iHE- Genes (iy 50 30 : 2596 : SMe Corera! TT 2600 ; 100 OME Cte IE 2567 “87 906 “SE: Fey ADO 182 2478 -111 e 2400 => May 2023 Jun 2023 Jul 2023 Aug 2023 Comples cases IO 0 50 100 ' Ticket Resolution SAN FRANCISCO UNIFIED SCHOOL DISTRICT SFUSD 5 Key Vacancies Hiring Status (Current Week and Previous Week) % Positions Positions Posted # Positions Filled Filled Department Business Services 10 6 70.00% HR 22 20 90.91% Technology 13 2 20.00% Total 45 28 60.30% RReefflleeccttiioonnss Opened, Closed and Difference O Opened Tickets e Closed Tickets e Difference @ Total Open Tickets 600 11200 40065 526 12K 400 9891 40K 273 204 213 o >) IVAW ily Ho | A | | !i h i bel | 18 i la ull I \L P blll AYo lslo l| al s. i| yn to ltt, il | ¿lll| i i la li lh j liA TM“ Aiu M ll ll úl dil | INT ds -200 -137 -131 M119 | 132 “111 +230 3405 2584 4K -400 -335 Mo DAVD A 415 2565 2969 3046 Nov 2022 Jan 2023 Mar 2023 May 2023 Jul 2023 a SAN FRANCISCO UNIFIED SCHOOL DISTRICT SFUSD Exception Based-Pay Exception Based-Pay Staff Support Transitioning to exception-based timekeeping for certificated staff > Inbox x Sau EMPowerSF <empowersf@sfusd.edu> Wed, Jun 21,3:34PM fe : to PangH ~ Dear SFUSD leaders, We are excited to announce a significant update in our timekeeping practices that will boost time entry efficiency and reduce errors in certificated educators’ pay. Effective June 21, 2023, certificated employees will have contractual work hours pre-populated for the days they are scheduled to work. Similar to administrators, if they are present and working on a day they are scheduled to work, they no longer have to type 7.00 hours (for a 1.0 FTE) in the timesheet. You will see this in your certificated employee’s timesheet when you login to EMPowerSF Time & Attendance and select Edit Employee Time. What is exception-based timekeeping? The shift to an exception-based pay system marks an important milestone in our ongoing efforts to improve our EMPowerSF processes and better align with best practices in other school districts. In a positive-pay system, which we've had since the launch of EMPowerSF, employees are required to record both work and absence hours accurately to ensure they are paid correctly. An exception-based pay system takes the opposite approach: scheduled hours will be assumed as worked unless an exception is made, i.e. an absence, time off, or additional work hours beyond the schedule are entered in the timesheet. What will change for you? For your 1.0 certificated FTEs: Nothing; there is no change in the managerial responsibilities over timesheets. Managers still need to approve time off requests and timesheets by the time the employee submits them at the end of each pay period. For your part-time certificated FTEs: You will need to ensure that the certificated employee’s schedule in Time & Attendance accurately reflects their days and hours worked. For part-time and/or split-site assignments, work schedules may vary from site to site, so this update is necessary to ensure proper auto-population of hours worked, time off, and absenc es—all of which are key factors in determining accurate compensation.