he has been a home care worker for four years, and he as well as all the other home care workers have not had a wage increase in the past four years. they have been living at $11.54 per hour. there was an increase of $7, and they do not have other benefits, so that $7 essentially are lots of other home care workers. there is really no way to afford the increase. the reduction that was implemented in february, they already shared the cut. in order to make the, you know, important people as home care workers -- it is just not, you know, not [inaudible] to have the increase because they have a special role in the community, to make the community and city and country better. thank you very much. >> [speaking foreign language] >> hi -- supervisor chu: the other microphone. we only have one that works. >> she is working 10 years as a home care worker. she is working for clients that are all very ill. in february, it was cut 3.6%, and i lost some money and also clients lost. hours. i'm working 24 hours a day, and i am like a clock, going around and around. these people, they can do anything. i don't have any benefits like vacation days, sick days, and even for four years, we do not have any penny raised in our wages. i even do not know who i am. i am a doctor. i am a cleaner. i am housekeeping. i am doing everything. everything. this is something about myself and about home care workers. i am looking at them and doing this work, and i see them like this is my family. like this is my parents. i want to ask you a question -- why when a baby is born, we can give to them the best choice, everything for them, but why we can get for our clients to give something good, we have taken from them, not given to them. please think about this -- these people for whom we are caring, and you should think about them because they do not have a long way to go, and we should do the best for them what we can. me and all of you guys will be also old. you should think about this. old people for their last years -- they should have a good life. please help us. thank you. supervisor chu: thank you. >> good morning, supervisors. i am also a home care worker and executive board member for seiu uhw. i am here on behalf of myself and also my members. we are here so you can hear us about the increase of our premium. our members have mentioned that we have had cut spirit we have had 3.6% of our hours cut. we have had cuts to money, too. we also want you to realize the economic holidays. we have had our water raised, our garbage raised, our muni raised. there have not been other it -- there have another increases. we have not had a raise in wages since 2008. we take care of low-income seniors and disabled, and they would like to live in their home and dignity, but we also need our insurance, affordable insurance, like every citizen here in san francisco. county workers -- they have the good health insurance also. we have already put into about $2 million into the budget with the cuts that happened in february, so i'm hoping you will also take that into consideration, that we have already put our part in there, and i know that $7 seems not a lot to a lot of people, but it is a lot to some of our members, which we are already living in low income. we do not want to take that step that we would -- some of us, we still like to provide, but we are already in the low income bracket. we do not want to be a burden to the city and county of san francisco, which we would have to go into -- the city would have to pay for insurance 100%. we are hoping you can take that into consideration also. we would like to help out, but we also do not want that increase, even at $3. thank you. supervisor chu: thank you. >> good morning. i have been a home caretaker for nine years. i have gone through the lady having hit surgery. i have also gone through with her knees and stuff. we work more hours than what we are giving. we get paid for so many hours, but we do more hours. like they said, we have been cut. it is not fair for us, but we are trying to still continue to pass on the health care to read these people can live at home, be able to take them out for a walk or anything, and mostly, they have some -- summed up everything that i was going to say. we hope you take into consideration. thank you. supervisor chu: thank you. are there any other speakers who wish to comment on items two, three, four, five, or six? seeing none, public comment is closed. i want to note, we also have with us the director of island operations, so thank you for being here. can we entertain a motion for these items? i imagine we continue items 6 to the call of the chair for hearings on the proposed budget, and items two through five, if we could entertain a motion to send these items forward with recommendation. great. we can do that without objection? thank you. ok, items seven please. >> item 7, resolution authorizing the acceptance and expenditure of state grant funds by the sanfords is good about a public health for fiscal year 2011-2012. supervisor chu: thank you very much. we have ann santos from the department of public health here. >> i am an epidemiologist from the department of public health, and i would like to read some technical amendments. the reason is because the word "attachment" was used in the resolution, and technically, the board cannot certify something that they did not create. therefore, on page one, line 22, please strike out the phrase "is attached to this resolution" and replace. then, on page two, line 12, please strike out the phrase "attached document" and online 15, please try gaap "attached document" and replace it with "recurring fiscal year 2011-2012 state grant, grant8 -- state grad, attachment 8." supervisor chu: can you provide a quick overview of the item? >> yes, these are recurring state grants given to several departments in the department of public health. we need these past in order to continue getting funds from these grants. supervisor chu: these are items that are recurring grants. we have had them budgeted in previous years, and they are simply continuing grants we have to support our operations, correct? and there are no significant changes in personnel or the grant levels? >> correct. supervisor chu: i know this is an item we do not have a hard report for. before we take action on the request to do the technical amendments, why don't we go to public comment? are there any members of the public who wish to comment on items seven? seeing none, public comment is closed. ok, we had a request to make an amendment to the legislation. the copies are before you. again on page one, as read into the file, it refers to referring to file 110488. on page two, slight amendment on line 15 to talk about instead of the attached document, referring fiscal year 2011-2012 state grants. can we take that motion without objection? thank you. on the underlining item as amended, can we do that without objection? before we do that, these are not substantive changes. we will do that without objection. thank you. can we call item eight, please? >> item 8, resolution adopting the city's five-year information and communication technology plan for fiscal years 2011-2012 through 2015-2016, pursuant to san francisco administrative code section 22a.6. supervisor chu: thank you very much. we have john walton, but before we do that, supervisor president chiu, would you like to say any opening comments? supervisor chiu: thank you. i want to thank john and the department technology and all the various cio's around the city that have put this first proposed five-year plan for communication and technology. plan came out of legislation i sponsored last year that we worked on together, and is modeled after our 10-year capital plan, and i think it really is a great step, and i appreciate the plan put forth to deal with the fact that our city has until now not really had a long term planning process around information technology. as we all know, we have outdated technology. much of our city's i.t. is satellites. we have seven e-mail systems we are trying to concentrate into one, dozens of data centers we are trying to consolidate into a handful, cal was agreements between various departments. these are just a few of the many projects that we have city-wide. i want to let you know that i think this plan is a good first start, and i think there are many details that many of us are hoping to address. i look forward to the conversation and the presentation. supervisor chu: thank you. mr. walton. >> thank you. director of the department of technology and chief information officer. a few brief slides. 10 slides perhaps. i know we distributed the report previously. to perhaps give you highlights from the report so we can have a conversation or you can ask some questions or make suggestions on how to improve this as we go forward into the future. as president chiu indicated, this is the first time we have published a five-year plan for technology in the city. i want to perhaps highlight the fact that this is not a technology plan. there is confusion at times, given the fact that we are highly decentralized. this is a citywide technology plan. we have taken a lot of care to get input from various departments. we have gone to a number of public hearings about this plan. this plan is really designed to be a structure that departments can look at and see how their day-to-day operations and long- term plans for technology in their apartment fit into where they want to go in the future. having said that, the place we are at in this plan is asking for your approval of this as really a strategy for the city to pursue. the vision for this plan really is creating a connected city. when we created the plan, we did not want to put initially a lot of detail into specific hardware and software. what we wanted to do is create a vision for where we want to go as a city. san francisco is seen as a leader in using technology to deliver better services. every department, as you have probably heard, through the budget hearings, are really trying to leverage technology now to better deliver services within that department. the public health department the medical records at, you have things that people are trying to do to leverage technology to provide better internal capabilities to their staff and to provide better accessibility, more unique applications, make our services easier access. the plan focuses a lot on taking advantage of the success we see, and what can government learn. we hear of this deadlock. what can government learn from the successes of technology. we are the hub here in san francisco of a lot of tech firms. we meet often with these very successful entrepreneur is a technology companies and try to learn from them what we're doing. san francisco, for example, we are one of the leading ones that uses facebook to connect to our citizens. we write applications so people can use applications that they are used to using in their personal life to connect with city services to take advantage of those. we began to use a lot of the cloud offerings. if you have been to the meetings, you have heard about the cloud offerings, the shared applications, how they can be used to lower the costs to the city. we are trying to take advantage of some of those technologies are on the e-mail project, how we provide web services and things such as that to leverage some of those cloud and web technologies. one of the hard things to do we have talked about in previous meetings is how you measure progress, how you measure success if you approve a plan like this over five years. if you look in the appendix of this plan, what we tried to do is lay out all of the requests that departments see themselves needing. not dissimilar to, as was pointed out, modeled on the capital plan where you look at the future and try to project, based on what has been installed or what departments think they need to do -- you end up with quite an extensive laundry list of projects that departments would like to implement over the next few years, whether they are replacing existing applications or implementing new technologies. we tried to pull out of that through these meetings and highlight for you in this report perhaps 10 significant or strategic initiatives that we would recommend that we come back and report to you on a regular basis on how we are making progress. i could take a few minutes on this slide perhaps and give you some specific examples of what we mean. one, the open data, open sf initiative is one of those projects that epitomizes what we want to try to do to leverage the public interest in making government work better. this initiative was started quite a while ago. the idea is to put government data on the web, make it accessible to the public. it has been very successful. i know the general services administration department and 311 has now taken the lead on this and is getting departments more data on the web, but out of this initiative, we had over 60 applications created at no cost to the city that the public, simply by having access to the data on their own time, whether it is companies, whether it is just interested citizens with technical abilities, have created applications that citizens can use in san francisco to access services to utilize the city data to get the services they want without going toward traditional us coming to you asking for money, going through a long process to create these applications. the next one, enterprise applications, is a generic term we use to talk about rather than doing things on a department by department basis, really looking for commonalities across departments where we have shared applications where we are doing similar things. there is a number of examples i think we could use to talk about why we want to leverage common needs. e-mail is a great one. we have talked about how we are trying to take the 7 e-mailed existing systems around the city and collapsed them into one. the e merge project is a great example where you have multiple time keeping hr management systems in the city, and we are collapsing those. we will continue to look for opportunities to leverage, and implementing a single solution that meets all the needs of the city rather than individual ones. we have talked a lot of that data center consolidation, and that is near and dear to at least my department's heart. we have implemented that now in our move. we were able to collapse a number of our server is down. it helped us meet our budget reduction goal. we were able to meet our budget reduction goal to a degree because we were able to utilize this type of technology, now that we have approval to take this idea out to all departments, work with them to find ways to take physical servers and turn them into virtual servers. we think this is a real opportunity to report back to you on how the city can reduce its data center footprint and save money in the future around equipment. city-wide broadband and wifi access -- this is a significant way. i'm sure you have heard from your constituents, they would like to see more free wireless in public buildings and public spaces, and we started a steering committee with the library, with the parks and wreck -- rec department, and we have an initiative under way to make sure we have republicanwifi -- free public wifi in the city. by putting them on broadband, we think we can improve services to city employees in those departments. the enterprise agreements -- we have talked about that a lot. we implemented a few now. we just signed the enterprise agreement for e-mail to have a st. -- single agreement for e- mail in the city rather than multiple ones. we hope to bring back to you in the next few months working with the office of contract administration and enterprise agreement, and we're working on several others as well. city-wide security, you have heard in the news numerous times in the past. i know security costs a lot of money when we make mistakes, so we are starting an initiative again appeared rather than having every department have to solve the security problem by themselves, to share information, we have a monthly meeting now where we bring all the security personnel from the city together, and we facilitate conversations and look for solutions where we can address these security concerns. voice-over ip is starting to take off as an initiative. a lot of people are excited about this. we have an outdated integrated phone system we use in the city, and we have a number of exciting pilots under way to start to really determine what the right solution is for the city for voice over ip. we told what we want to do is come back in the next few months and start to show what savings can be achieved. consolidation of staff and share building. i'm sure you are all aware that every department tends to maintain its own help desk staff, its old way of supporting its equipment within the buildings, so we are trying to leverage the good leverage thehsa -- we are trying to leverage the good work that hsa did. consolidation of reduction of mail services. again, it is an opportunity where we have similar solutions are around the city's embedded in apartments where we think this is another one where we can collapse into consolidated services and perhaps save the city some money, be more efficient. my favorite, having come from the private sector, looking for ways to market things is we have a lot of opportunity, i believe, and i am happy to say that we signed up our first customer on this plan that as we deploy fiber technology around the city, we have the capacity, we have the ability to also provide this type of fiber services to other government clients that nonprofit agencies to, frankly, to other businesses. this is a way we can actually generate revenue using our technology investments we are already making that have very low incremental cost to generate revenue over time for the city, and we are excited about not being seen as a cost center, but as a potential revenue source for the city and helping contribute to the funds of the city. one of the challenges when you do a plan like this, as you are aware, with any process, and i know you will be going through the budget, is we are such a large organization -- 40 or 60 apartments, depending on how you want to classify, and we face the same challenge when we are working on the strategic plan. what we decided to do, even though the appendix really does include all of the project that every department and the city is really asking for over the next five years, in the plan itself, what we tried to do is consolidate and come up with a middle ground that paints a picture of what we're trying to accomplish, what our goals are by major service area. if you are familiar with the budget document, it leverages how we 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