ITSP Final Update Council – January 23, 2019

About Us Focused on municipal and public sector clients

Development of IT, GIS and Digital strategic plans, IT governance, IT organization design

Our consultants have worked in and with a lot of municipalities

• Oakville, Waterloo, Aurora, Region of Waterloo, York Region, London, Oshawa, Kitchener, Grey County, Peterborough, Guelph, Vaughan, Moose Jaw, Guelph, Northumberland, Halton Hills, Quinte West, Regina, Burlington

Our Team Consultant Role

Susan Chase

Lead consultant & project manager,

Senior consultant + Director IT / Innovation, Town of Newmarket

Deep municipal expertize in a mid-sized municipality

Smart City, Innovation & Digital

Gary Walker

Steve Grise

Senior consultant

Technology infrastructure expert

ITSM lead

Business Continuity expert

Senior GIS consultant

GIS expert private and public sectors

ESRI Redlands

Solutions and Data Architect

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Agenda

1. Recap Key Issues

2. Context for ITSP

3. Recommended Strategic Directions

4. Work Plan

5. Questions and Wrap Up

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1. Recap Key Issues

Georgina ITSP

Key Issues

• Business Solutions challenges • Directions unsure for some applications

• Document management – challenge from policy to solution

• Network and internet access problems • Can be slow, unstable, unreliable

• Puts limitations on remote access capabilities

• Foundational issue needs a solution

• Need to be more future focus • Rather than accepting what is, need to push forward

• Organization appears change resistant

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Key Issues

• Existing IT Governance is not working out

• Technology project selection lacks process rigour

• Lack of clear definition of roles and responsibilities re: technology

• Too busy to implement new solutions

• Demand > Supply

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Key Issues

• IT has historically lacked corporate profile

• Seen historically as a cost centre / back office function / a supplier

• Must cast off the ”too busy, so let’s not bother them” notion

• What ‘type’ of IT does the Town want? Has the organization stated / resourced IT to be what it wants?

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2. Context Importance of Technology

Georgina ITSP

Importance of Tech & ITSP

• Customer Expectations have changed / are changing

• Community Growth – increased complexity, new services

• Attracting young and skilled talent to the workforce

• “Municipal Service Delivery - effective, efficient and economical delivery of the Town’s existing services.”

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Bank Example

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Technology’s role

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3. Strategic Directions

Georgina ITSP

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1) Elevate the importance of technology

2) Leverage technology as an enabler of modern business practices

Georgina ITSP

1) Elevate IT

• New IT governance model • Establish ITGC – IT Governance Committee

• Use Steering Committees for major programs and systems

• Update project evaluation and selection process • select the right project, then do the project right

• Increase capital and operating funding toward technology

• Strong partnerships and collaboration

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1) Elevate IT

• Align and fully leverage existing technology resources

• Invest in new ITS resources

• Out-task some technology infrastructure management activities (network, security management) + rosters of service providers

• Consider contract staffing (IT and business, funded from Capital) to support projects

• Evolve tech savviness – ITS leadership, governance, communication and training

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Metrics 2017 Financial and Staffing Metrics

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The Town operates below the Perry Group recommended ranges for IT staffing. This indicates clear

scope to increase investment in technology resources. A suggested increase to 3% target for staffing

would be reasonable.

1:8 1:100 1:25 1:45

IT Support ratio to Town staff

1:15 1:50 Surveyed Ontario

Municipalities

0% 8% 2.5% 5%

IT staffing as % of Total Staff

2% 6% Surveyed Ontario

Municipalities

PG Suggested Range PG Suggested Range

Georgina ITSP

Georgina

1.33%

Georgina

1:75

Surveyed Ontario

Municipalities

0% 10% 2.5% 4.5%

IT Operating Expenditures as % of Total Operating

1% 6% Surveyed Ontario

Municipalities

0% 10% 2.5% 4.5%

IT Capital Expenditures as % of Total Capital

.6% 9%

Metrics 2017 Financial and Staffing Metrics

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The Town operates below the Perry Group recommended ranges for IT spending. This indicates clear

scope to increase investment in technology. A suggested increase to at least 2.5% target for spending

would be reasonable.

PG Suggested Range PG Suggested Range

Georgina ITSP

Georgina

1.20%

Georgina

2.0%

Manager, ITS

Network Supervisor

Client Services Lead

Client Services Technician

IT Systems Support Analyst

(2)

Senior Business App. Analyst *

Business Application

Analyst

Business Application

Analyst

GIS/IT Systems Analyst

GIS/Data Analyst

Digital Services Analyst

2022+

2019

2020 - 2021Managed

Technology Services

Contracted PM’s capitally funded to support major projects

Managed DBA services, partner services, managed appl support

Managed or Contracted Services

Proposed Organization 5 year plan

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* Pending 2019 Budget approval

2) Leveraging technology as an enabler of modern business practices

• Digitize business processes • Customer Relationship Management Solution (CRM)

• Asset and Work Management

• New HR system

• Land and Property Management System

• Business intelligence and dashboarding

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Until the Town’s business processes are fully digitized – inefficient, manual and paper driven processes will act as a drag on the Town’s ability to be effective, efficient and economical.

Georgina ITSP

Leveraging technology as an enabler of modern business practices

• Modernizing customer and employee experiences • Wi-Fi everywhere

• Improve productivity by digitizing internal processes • self-service, digital forms

• Best tool for the job – e.g. laptops vs. desktops

• Remote access – more flexible working options

• Collaboration tools enabling better……

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Leveraging technology as an enabler of modern business practices

• Increased digital delivery – meeting customer expectations • Dependent upon digitization

• Using data to inform and improve service delivery • (evidence based decision making)

• Mobile technology to field crews (e.g. Public Works, Bylaw, Fire) • Email, CRM, Asset/Work Management programs

• Adopting cloud services and solutions • Set policy and standards

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4. Work Plan

Georgina ITSP

Work Plan Highlights

• Over 50 different projects / actions including: • Establish IT governance structure

• Changes to IT organization structure

• Assess suitability of some existing systems

• Determine detailed requirements of new systems with a customer focus

• Prepare for the future to enable greater customer interactions

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Budget Impacts Additional Funding Needs

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Capital ($,000) Annual Operating

Increase ($,000) *

2019 165 193

2020 380 250.5

2021 125 165

2022 375 218

2023 50 115

Total 1095 941.5

* This column shows the year over year increase in operating costs.

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5. Wrap Up & Questions

Georgina ITSP