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Extracted from Consolidated Report
This investigation was originally published as part of a larger consolidated report containing multiple investigations. View the consolidated PDF for the complete document.
San Francisco County Grand Jury
• 2014-2015
Status of Selected 2011-12 CGJ Recommendations 1. Recommendation 4: Coit appoint 2 non-voting, non-City
⚠️ Translation Notice: This content has been automatically translated. The original English text is the official version. Translation may contain errors.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings 7 findings
F1
The City has not prioritized critical network infrastructure investments, as demonstrated by their failure to fund essential network improvements.
F2
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.
F3
The planned reorganization of DT to designate a responsible party to each department could be a positive step in building DT’s credibility.
F4
DT lacks business analyst capabilities to launch new initiatives and implement processes to make DT more efficient and effective.
F5
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.
F6
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.
F7
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 11
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R1The Mayor should prioritize network infrastructure and fully fund the required investment in this foundational platform.
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R2The Mayor and Board of Supervisors should require a six-month and twelve- month report on the status of the DT reorganization.
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R3A 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.
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R4The 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.
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R5DHR should publicly present the results of its pilot IT hiring process to the Mayor and the Board of Supervisors before the end of CY2015.
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R6DHR 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.
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R7DT should launch a taskforce to recommend options for recruiting and hiring IT staff, particularly on an “at will” basis.
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R8The Mayor and Board of Supervisors should calendar an interim review of taskforce proposals of its convening.
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R9The Mayor and Board of Supervisors needs to allocate funds to DT for a recruiter dedicated exclusively to DT and other IT units’ staffing needs.
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R10DT needs to hire business analyst talent for the taskforce, new reorganization, and new initiatives. Response Matrix
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R16R5. 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. R8. The Mayor and Board of Supervisors should calendar an interim review of taskforce proposals of its convening. R9. The Mayor and Board of Supervisors needs to allocate funds to DT for a recruiter dedicated exclusively to DT and other IT units’ staffing needs. R10. DT needs to hire business analyst talent for the taskforce, new reorganization, and new initiatives. Response Matrix