City Services Auditor (CSA) City and County of San Francisco Office of the Controller Highlights of FY 2017-18 Audits & Projects Presentation to CGOBOC January 22, 2018
CSA Work Planning Process City and County of San Francisco • CSA’s work plan is driven by: Charter and Administrative Code requirements; Office of the Controller limited risk analysis; Mayor, Board, leadership, and department requests; and bond and capital programs • CSA prioritizes projects and audits in consultation with the Controller, leadership, and departments, and considers risk, while balancing against available resources TIMELINE FOR CSA WORK PLANNING FOR FY 2018-19 Task Month • Conduct department work planning and staff brainstorming meetings March–April • Develop and compile proposed projects May • Complete FY18-19 Master Work Plan June • Conduct resource balancing Mid-June • Confirm projects with departments End of June 2
CSA Performance: I ssued Projects City and County of San Francisco (July – Dec 2017) Office of the Controller I ssued Date Report Performance Scorecards Update and FY2016-17 12/7/2017 Performance Measures 12/5/2017 Park Maintenance Standards Annual Report (FY2016-17) FY2016-17 Nonprofit Monitoring Program Annual Report 11/14/2017 Highlights 11/14/2017 FY2016-17 Nonprofit Monitoring Program Annual Report 11/13/2017 FY2016-17 Nonprofit Monitoring Results Dataset 3
CSA Performance: I ssued Projects City and County of San Francisco (July – Dec 2017) Office of the Controller I ssued Date Report Comparative Analysis of Modular Housing Options for 10/12/2017 San Francisco’s Homeless Adult Probation Department Reentry Division CASC 8/30/2017 Program Analysis 8/24/2017 Management & Employment Practices Program Update Annual General Obligation Bond Program Report, 8/15/2017 Fiscal Year 2016-17 8/3/2017 Results of 9-1-1 Dispatcher Training Analysis 7/11/2017 SFMTA Public Participation Plan - Project Overview 7/11/2017 SFMTA Language Assistance Plan - Project Overview 4
CSA Performance: Muni Customer Service City and County of San Francisco Why We Did the Project Office of the Controller At the request of SFMTA, CSA convened staff from the Transit and Muni Customer Service (MCS) divisions to improve the process for responding to customer feedback about Muni. The project focused specifically on employee-related feedback (ie drivers), which comprises approximately 60% of all feedback submitted to Muni. Staff from SFMTA Transit, MCS, and Performance Results and Findings & Business work to identify obstacles and develop solutions to better serve the pubic. The cross-divisional project team met monthly over four months to improve the process by: • Creating standard guidelines for processing key types of feedback • Creating a protocol for SF311 intake employees to ensure all information necessary to resolve a complaint is collected from the customer at intake • Creating templates so that MCS employees can respond quickly to the public about the most frequent types of PSRs. • Developing criteria for priority video pulls that are critical to investigations. • Selecting metrics for a new weekly reporting dashboard to monitor performance and manage daily operations. • Building a SharePoint Knowledge Base to serve as a central repository for the work products from the project, along with other relevant materials for efficient processing of complaints. 5
CSA Performance: Modular Housing City and County of San Francisco Why We Did the Project Office of the Controller The Mayor’s Office requested that City Performance study potential cost and time savings associated with using modular methods to build housing for the homeless in San Francisco. Results and Findings Modular construction offers potential modest cost savings and significant time savings, however: • Trade leadership is concerned about the quality of modular units manufactured outside of San Francisco and does not want union members to lose job opportunities. • Modular manufacturing is currently a volatile and unstable industry. • It is risky to use modular technology developed by inexperienced companies. The City and trade leadership should continue to discuss the idea of using modular methods in San Francisco for a limited number of short-term projects. 6
CSA Performance: Nonprofit Monitoring City and County of San Francisco and Capacity Building Program Why We Did the Project Office of the Controller CSA coordinates a Citywide program to jointly monitor the fiscal health of nonprofit contractors and provide technical assistance when nonprofits do not meet financial management standards. The program monitors about 150 nonprofits annually, representing $525M in funding from 10 departments. Results and Findings • More contractors conformed with standards : In FY16-17, 84% of contractors were in full conformance with monitoring standards, leaving just 21 contractors with one or more findings. This represents a significant improvement over prior years (typically 71%). • Fewer contractors with significant findings : In FY15-16, 16 contractors had 5 or more findings at the close of the cycle, while in FY16-17, just 6 contractors had 5 or more findings. Many contractors with a high number of findings received technical assistance to support them toward conformance with City standards. • Technical assistance leads to fewer findings : CSA funded 250 hours of individualized coaching for 17 nonprofits in FY16-17. On average, nonprofits that received coaching had 8.1 fewer fiscal findings in FY16-17 compared to FY15-16. The average for all nonprofits was 2.5 fewer fiscal findings year over year. 7
CSA Performance: Scorecards and City and County of San Francisco Performance Measures Why We Did the Project Office of the Controller CSA continues to maintain the San Francisco Performance Scorecards website, updating measures monthly across eight policy areas. Starting this month, the Performance Program team is working with all City departments to align centrally-tracked performance measures with the Mayor’s Office’s Strategic Initiatives Plan Framework in time to be included in the fiscal years (FY) 2018-19 and 2019-20 Mayor’s Budget Book. Results and Findings Recent Scorecards highlights: • Response to 911 calls has improved since April 2017, averaging 81% in FY 2017-18, up from 74% in FY 2016-17, even as call volume continues to increase. The Department of Emergency Management is implementing several strategies to improve response, including a major overhaul to hiring and training practices as well as redirecting some calls to SF311. • Traffic fatalities were down in 2017 compared to the prior year – 20 in 2017 compared to 30 in 2016 – the lowest level since 2009. Vision Zero SF, a multidepartment initiative, aims to eliminate all traffic deaths by 2024 through engineering, enforcement, and education efforts. 8
CSA Performance: Current Major Projects City and County of San Francisco • Interdepartmental Working Group and Incident Command Office of the Controller for Street Homelessness & Response • Police Patrol Staffing Analysis • New City Office Building – Permit Center Planning • Public Health – Metrics, Managed Care, Electronic Health Records • LEAN Program; Training, Rec/Park Maintenance Yard Partnership, Rapid Improvement Events • Library Open Hours Assessment 9
Highlights of CSA Audits’ Ongoing Audit Work City and County of San Francisco Citywide Office of the Controller Performance Construction Compliance • Sheriff IT Governance Audit • Cash Collection Audits • 2008 and 2012 Parks Bond • Library IT Governance Audit • Cash Disbursement Audits Expenditures Audits • DPH Environmental Health Audit • Payroll Audits • 2014 ESER Preconstruction • Citywide Fleet Management • Contract Compliance Audits Phase Audit Audit • Inventory Audits • SFPUC Sewer System • Citywide Facilities Audit • Nonprofit Provider Audits Improvement Program • 311 Call Center Audit • Eligibility Compliance Audits Preconstruction Phase Audit • Citywide IT Procurement Audit • P-Card Monitoring Program • DPW and Port Construction • SFMTA Workers Comp Audit • Concessions & Mandated Audits Contract Close-out Audits • Divisional and Operational • Financial Audits and Reviews • Bond Oversight Benchmarking • Construction Insurance Study Audits, Assessments, & Reviews I T & Systems Whistleblower Other Audits I nvestigations Assessments • Ongoing Whistleblower Program • Recommendations Follow-up • Ongoing Systems Security • SFPD DOJ Audit Implementatio n Investigations and Activities Audits and IT Controls Audits 10
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