Post on 24-Feb-2022
Agenda Planning Process City’s Technology Strategy, Guiding Principles, and the IT Department’s
Mission Key Findings Review of Initiatives Investment Summary Questions & Answers
Planning Process Review the current technology strategy, network, hardware use, applications, technical support capabilities and technical security risks.
Create a technology strategic direction that is consistent with the City’s overall strategic plan, and prioritizes technologies that enable the City Departments to service customers.
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Planning Process Develop an IT Strategic Plan document that is easy to understand, succinctly conveys priorities and costs, and provides a practical technology roadmap for the City for the next five years.
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City’s Technology Strategy
To be a leader in the deployment of digital government capabilities designed to exceed
the service expectations of our citizens, businesses and visitors through innovative
uses of technology.
Enhance the City’s business transparency Empower our customers and City staff to
be self-sufficient where practical, feasible Provide our managers with the real-time
information they need to make the right decisions at the right time
Adopt standards that reduce technical complexity, overall support costs without significantly compromising service quality
Promote technical competency of staff
City’s Technology Guiding Principles
IT Department’s Mission
To provide technology consultation, services and infrastructure to enhance the quality
and efficiency of services being provided to the community by the City’s Departments.
Wide Area Network Internet Access Network Storage Service Desk Support Desktop Automation Support Database Administration Information Security Applications Development Applications Support Applications Maintenance
IT Department’s Services (1)
Telecommunications Project Management Technology Planning Business Analysis
IT Department’s Services (2)
Key Findings (1) Area Findings
Strategy
City needs to establish a strategic technology direction
IT Department is a core tool through which the City achieves its missions
IT must strengthen alignment and relationship with its customers
Key Findings (2) Area Findings
Architecture
City’s technical architecture needs improvements to support more robust, complex applications (e.g., GIS-centric, document management)
City’s infrastructure lacks comprehensive disaster recovery capabilities (redundant Internet, self-healing network ring)
Key Findings (3) Area Findings
Architecture
City’s ERP is past end-of-life; system reducing, not enhancing productivity
Redundant, duplicative systems fill current ERP’s gaps and weaknesses
Demands on GIS support growing rapidly
City lacks platform standardization for Mobility
Key Findings (4) Area Findings
Organization & Culture
Project management capacity extremely limited, shortcomings in managing major systems changes such as ERP
IT Department has strong technical skills
Key Findings (5) Area Findings
Organization & Culture
IT Department needs to improve its relationship with customer departments
Limited cross-training leaves IT Department, City with risk exposure in critical applications
Key Findings (6) Area Findings
Process
City has many established technology policies, and users are generally familiar with them, however gaps exist in some areas (e.g., mobile device, IT support)
Key Findings (7) Area Findings
Process
Information Technology Infrastructure Library (ITIL) assessment of industry best practices revealed gaps in process documentation, service/function/process ownership, and performance tracking.
Upgrade Technical Environment (1)
Court Scheduling
Docket Management
Jury Management
Risk ManagementPersonnel
Applicant Processing
TimekeepingBenefits
Budgeting
General Ledger
Electronic Invoice
Payment
Accounts Payable
Utility Billing Purchasing
Fixed Assets
Capital Projects
Electronic Bid System
Electronic Payments
ERP Payroll / Human
Resources
ERP Finance /
Accounting
Applicant Portal
Employee Self-Service
Portal
Inspections/Citations
Code Enforcement
Scheduling
Plan Review
Building/Permits
Street Maintenance Operations
Wastewater
Work Order Management
Solid Waste
Inventory Management
Vehicle Management
SCADAAsset Tracking
Fuel Tracking
ERP System / Document
Management
AutoCAD
CIP Management &
Tracking
Construction Management
Scheduling
Point of Sale
Municipal Courts
Active Class
Cash Receipts
Facilities Management
Recreation Portal
Airport FBO
Computer Aided
Dispatch
Field Reporting
Digital Dispatch
Booking
CID/ Crime
Analytics
Police Records/
UCR Reporting
Animal Control
(Chameleon)
Foray Evidence Tracking
Payroll
EMS EPCR (Zoll)
TelestaffKey
System Component
Automated Process
In-House System
3rd Party/Hosted System/Portal
Version Date: 06MAR15
P2C (Police to Citizen)
Fire Hydrant Inspection
Building Fire Inspection
Incident Response
(NFIRS)
Premise History
Agenda Management
Content Management
SharePoint
Document Management
Plan Submission
License/Permit
Request
Inspection Request
Citation Processing
Citations
Fire Records Management
(Zoll)
ERP Asset
Management
SunGard OSSI(Hosted by
League City)ESRI GIS
IVR
ERP Community
Development
Current Deficiencies - Current core municipal system is
unable to meet high demands of the City’s users and customers.
- Unsustainable for future growth. Rather than replace the system piece by
piece, pursue an integrated single-vendor solution.
SunGard Public Sector (HTE/iSeries) Replacement
Upgrade Technical Environment (2)
Currently, 2 Points of Failure in network: - City Hall (sole site of ERP) - Police Department (choke point of all
remote sites’ connectivity) This initiative expands on the current
network ring to create a 3 node self-healing network loop with ability to:
Minimize loss of connectivity in disasters Backup applications across sites
Create Network Ring
Upgrade Technical Environment (4)
Upgrade Technical Environment (5) Related Initiatives Description
Infrastructure
• 3 Tier Wireless Communication Network Refresh Plan
• OS400 Server • Secondary Internet
POP • Wireless • Windows 10 &
Desktop Transition
Upgrade Technical Environment (6) Related Initiatives Description
Applications
• 311/CityWorks Expansion
• SharePoint Deployment
• GIS Readiness and Preparation
Realign IT Department (1)
GIS Specialist
Lead Programmer Analyst
Manager Applications & Programming
City of Sugar Land Future IT Organization Chart
Director Information Technology
Manager Infrastructure
Strategic Analysis (consultant)
Executive Secretary
Manager Project Management Office
GIS Specialist
Project Manager – Finance/Accounting
Project Manager – General Government
Project Analyst
Project Analyst
GIS Analyst
Lead Programmer Analyst
Systems Analyst
GIS SME LX
GIS SME PW
GIS SME Engineering
GIS SME General Government
Manager Operations/Security
Supervisor User Services
User Support Specialist
User Support Specialist
User Support Specialist
System Administrator Network
User Support Specialist
System Administrator Storage/DBA
System Administrator Compute/Server
System Administrator SharePoint/Systems
Telecommunications Specialist
KEY
Departmental Subject Matter Experts (SMEs)
FY16 Position Request
Required for PMO (ERP, other major projects)
Version Date: 30 April 2015
Proactive Reactive
Initiative restructures IT to segregate functions between: o Reactive (problem resolution) o Proactive (maintenance and planning)
Adds/restructures roles of responsibility for key areas: o Project Management Office o Security Management o Strategic Analysis
Reorganize IT Department
Realign IT Department (2)
Realign IT Department (3) Related Initiatives Description
Tools & Training
• For Level 1 Support Staff
• Cross-Training on OS400
• For Users on Desktops • Expand VoIP
Functionality and Training
Realign IT Department (4) Related Initiatives Description
Policy & Process
• IT Governance Review • Improve ITIL
Performance (process documentation, performance tracking)
Investment Summary (1)
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
Year 1 Year 2 Year 3 Year 4 Year 5
Recurring
One-Time
Investment Summary (2) Calendarized Investment
Year 1 Year 2 Year 3 Year 4 Year 5 Total
One-Time $1,133,329 $175,000 $1,956,133 $1,758,333 $2,000,333 $7,023,129
Recurring $145,844 $403,344 $616,844 $584,344 $454,344 $2,204,720
TOTAL $1,279,173 $578,344 $2,572,977 $2,342,677 $2,454,677 $9,227,849