Unfinished Business: a Continuity Report on the 2011-12 Report, Déjà Vu All Over Again

Published: April 15, 2015 20 pages Consolidated Report

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⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.

Findings 7 findings

The City has not prioritized critical network infrastructure investments, as demonstrated by their failure to fund essential network improvements.

Significant problems still exist within DT that limit the services it provides to departments, largely due to their inability to fill job positions and funding constraints.

The planned reorganization of DT to designate a responsible party to each department could be a positive step in building DT’s credibility.

DT lacks business analyst capabilities to launch new initiatives and implement processes to make DT more efficient and effective.

The skills inventory capability of the eMerge PeopleSoft system, as currently configured, will not enable Department Heads to quickly identify City employees with skill sets in demand.

DHR’s efforts through the IT Hiring Group to stimulate IT recruitment and streamline IT hiring will not sufficiently impact departmental IT units and DT.

The absence of a way to quickly bring in technology resources, whether on an “at will” or CSS basis, puts the City at a great disadvantage in hiring and potentially at risk in all of its technology initiatives.

Recommendations 7

R1

The Mayor should prioritize network infrastructure and fully fund the required investment in this foundational platform.
R2

The Mayor and Board of Supervisors should require a six-month and twelve- month report on the status of the DT reorganization.
R3

A user satisfaction survey should be sent to all DT clients, befor e the end of 2015 and later in six months after the reorganization, to assess whether the new accountability structure is making a difference for clients. Unfinished Business: 15 A Continuity Report
R4

The Office of the Controller should develop the skills inventory capability in the eMerge PeopleSoft system to update IT employee skills by the end of FY15- 16.
R5

DHR should publicly present the results of its pilot IT hiring process to the Mayor and the Board of Supervisors before the end of CY2015.
R6

DHR should issue a monthly written report to the Mayor and Board of Supervisors showing the number of open IT positions at the beginning of the month, the number of new IT positions requisitions received in the current month, the number of IT positions filled in the current month , the number of open IT positions at the end of the month, and the average number of days required to fill the IT positions closed in the current month.
R7

DT should launch a taskforce to recommend options for recruiting and hiring IT staff, particularly on an “at will” basis.

Conclusions 1

CL1

The City and County should be commended for the strides it has made in creating a more effective and cooperative technology environment in order to solve common problems. Significant progress has been made on its consolidation projects, Unfinished Business: 14 A Continuity Report including email and data centers, and other citywide initiatives. However, continuing problems exist and need to be aggressively addressed. Primary among them is the hiring of IT personnel.

Agency Responses 2

Government agencies' official responses to this report's findings and recommendations. Click on a response to see the structured breakdown.

OFFICE OF THE MAYOR

September 18, 2015 • 6 pages • 4 responses • Score: -2 (+0, 1, -2) View Details ▾

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4 responses to findings and recommendations

The City has not prioritized critical network infrastructure investments, as demonstrated by their failure to fund essential network improvements.

Response: Disagree Score: -1

, the City has made significant commitments to strengthening the City's network infrastructure through DT's "Fix the Network" project and other citywide efforts around maintenance, disaster recovery, and data center consolidation. As evidence of this commitment, the "Fix the Network" project was highlighted as high priority into the most recent ICT plan and funded with $4.3 million in the Mayor's FY 2015-16 and 2016-17 budget- the largest single allocation from COIT's annual project allocation. Additionally, funding for DT's operational budget has continued to grow to support the ongoing capac...

DT lacks business analyst capabilities to launch new initiatives and implement processes to make DT more efficient and effective.

Response: Unknown Score: 0

, DT created a Business Engagement Office as part of its reorganization. The purpose of the Business Engagement Office is to utilize best practices for client engagement, service delivery, and vendor relationship management. The Office is currently staffed by an existing staff member with budget approval to add an additional staff member in the current fiscal year. The department intends to continually evaluate the needs of the team and consider adding additional resources in coming fiscal years.

The Office of the Controller should develop the skills inventory capability in the eMerge PeopleSoft system to update IT employee skills by the end of FY15- 16.

Response: Will Not Implement

Scheduled: FY 2015 Score: -1

for more details on the implementation timeline of this initiative. Recommendation 4: The Office of the Controller should develop the skills inventory capability in the eMerge PeopleSoft system to update IT employee skills by the end of FY15-16. Recommendation has not been, but will be, implemented in the future. The Office of the Controller agrees with this recommendation. The Office of the Controller is advancing this capability through the eMerge PeopleSoft system which includes functionality to house a skills inventory and link those skills to job classifications, positions, and employees-...

DT should launch a taskforce to recommend options for recruiting and hiring IT staff, particularly on an “at will” basis.

Response: Implemented

Score: 0

, presented to the public COIT body in their September 19th, 2013 meeting and updated the group on January 29th, 2015. The taskforce will continue to present updates and proposals to the public COIT body in the future. Recommendation 9: DT needs a recruiter dedicated exclusively to DT and other IT units' staffing needs. Recommendation has not been, but will be, implemented in the future. As part of the larger departmental reorganization, DT has prioritized existing resources in the current fiscal year to support the existing efforts to improve IT recruitment through DHR. The department is in t...

OFFICE OF THE MAYOR

August 07, 2015 • 3 pages View Details ▾

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