HomeMy WebLinkAbout2011 Technology Strategic PlanCity of
Friendswood, Texas
Technology
Strategic Plan
December 2011
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Dallas, Texas
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Table of Contents
Executive Overview.............................................................................................................I
Approach.............................................................................................................................. 7
Future State: Technology Delivery Business Model.........................................................10
Governance..................................................................................................................
I I
Acquisition...................................................................................................................14
Funding........................................................................................................................16
Projects.........................................................................................................................18
Accountability..............................................................................................................22
Web/eGovernment.......................................................................................................25
ApplicationSourcing...................................................................................................27
Security........................................................................................................................29
Technology Staff Reporting.........................................................................................31
Technology Staff Sourcing.........................................................................................34
Organizational Changes
Technology Oversight Team........................................................................................36
Chief Information Officer............................................................................................38
GIS (Geographical Information System)....................................................................39
General Technology Realignment...............................................................................39
Recommended IT Organizational Functional Structure..............................................40
Additional Technology Staff .......................................................................................41
External Vendor Support.............................................................................................41
Project Management Officer........................................................................................42
Ownership (Stewardship) of Technology..........................................................................44
Transition Issues and Recommendations..........................................................................45
Prioritization and Estimated Investment............................................................................50
Appendices: ........................................................................................................................ 56
A. Security Revieiv.....................................................................................................57
B. The Current State of Technology Delivery..........................................................58
C. Future IT State: What Frientls;vood will be!.....................................................69
D. Example of published SLA bet►veen IT and users...............................................76
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Executive Overview
Historically, the City of Friendswood has had very strong, protective and persuasive
technology leadership and management. The longevity of the leadership brought, on the
one hand, consistency and singular vision, but on the other hand, it struggled to provide a
modern, sustainable technology environment for a visionary City such as Friendswood
had become. The technology language and culture harkened back to a day when the
technology staff were "wizards" who delivered "computer magic" from behind closed
doors. Users had learned to go to the technology leadership as the way things were done,
even though the technology offered was unsatisfying and the delivery model frustrating.
With the implementation of a new Police system proved successfully utilizing a
collaborative model and a security -related issue arising, it seemed an opportune time to
evaluate the current Technology landscape and create a Technology Plan, a blue -print for
the future of Technology for Friendswood.
Senior city management formed a Friendswood Technology Project Team (FTPT)
which would validate and provide direction during the assessment and plan development
process. To fully comprehend an organization's technological future goals, it is
necessary to understand the current state of technology within the organization. Fight
focus groups provided that insight, while also confirming the need for a formal planning
effort.
FTPT members participated in an attribute based modeling workshop which
confirmed the current state of Friendswood's technology delivery model across ten key
attributes (Governance, Acquisition, Funding, Projects, Accountability,
Web/eGovernment, Application Sourcing, Security, Technology Staff Reporting, and
Technology Staff Sourcing). The FTPT then projected the desired future state of those
same attributes for the City's desired future technology delivery model.
The target business model for technology delivery for the City of Friendswood is a
centrally coordinated and empowered, but federated model with key oversight being
provided by a top level Technology Oversight Team (TOT). This Team will provide the
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segments of each project: pre -project, approval/initiation, project oversight, and post -
project. Each project should end with an evaluation presented to senior management and
to the Technology Oversight Team reporting the lessons learned. Although the PMO
could conceivably be the project manager for enterprise application projects which
impact multiple departments, the PMO role would normally be a "consultant" to the
TOT, but may coach and mentor individual business unit project managers as necessary.
Formal mechanisms for accountability will be developed and implemented, with
management undertaking the responsibility to deliver projects on time and to develop
appropriate plans. All projects must be considered in the context of the entire portfolio of
City applications and projects. Project ownership will be the responsibility of the
departments for whom the project is implemented —not the IT group (except for pure
technology projects), and the project owners will be responsible for the delivery of the
project. Overall, an expectation of `delivering on commitments' will be set throughout
the City. A project, once begun, will be completed or terminated — not to be restarted at a
later date without a complete re -submittal of the project. A terminated project can be re -
justified by following the standards for a new project. Also, an environment should be
created in which mistakes/failures do not create a "death penalty" mentality, but are used
to provide a learning experience.
The demographics and technology knowledge of the City's population is continuing
to accelerate. As citizens continue to become more technology literate and connected and
energy costs continue to rise, eGovernment and utilization of the internet will become
mechanisms by which the City of Friendswood will deliver more and more citizen and
employee services using various technology platforms. This technology may be based on
web, voice activated telephony, or video technologies — the key is that customers will not
have to be physically present in a City facility to receive service. A recommended
requirement for virtually all future application software applications should be
availability of web -based capabilities/module.
The City will seek to minimize the number of separate application vendors while
seeking application systems and solutions that are at or close to "best -of -breed".
Friendswood Technology Strategic Plan Page 3
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objectives. They are continuously engaged in technology form and function, an absolute
requirement if this strategy is to succeed.
A strong TOT will eliminate the conflict that most organizations experience by
believing that "it is up to IT" to meet their needs and figure out how to make it happen.
The TOT, with significant input from other City management, should determine
technology priorities and authorize technology implementation projects which reflect the
identified priorities. Every technology project's Delta Analysis, Cost Benefit Analysis,
and a ROI Analysis will be reviewed by the TOT to determine the actual value of the
project.
Although Friendswood does not appear to have a need for a true CIO at this time, the
City's requirement for technology leadership will be moving from technical planning and
implementation toward strategic planning and direction at some point in the not -too -
distant future. A visionary position, entitled CIO (Chief Information Officer), will need to
be established. The CIO is responsible to provide a business (organizational) viewpoint as
it intersects with all technology within the City. This position must be engaged at the
highest levels of City management thought -leadership and most likely be a part of the
senior management team.
Other positions and structure changes, which will result in higher service levels from
improved application of manpower, are provided in the following comprehensive plan.
Technology stewardship has historically been "thrown over the fence" to the IT
department. Friendswood's new technology model includes responsibilities for
technology from two groups. The user departments have responsibility for the
application systems and the data while the IT department will have accountability to
maintain the entire infrastructure from desktops to servers to communications. Internal
IT staff will support most technology, including maintenance operations, secondary
interface with application system vendors, normal -hours desktop and other support, work
group technology (e.g. Microsoft Office Suite), and governance for externally provided
services.
Friendswood Technology Strategic Plan Page 5
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Approach
Historically, the City of Friendswood has had stability in technology leadership and
management. The longevity of the leadership brought, on the one hand, consistency and
singular vision, but on the other hand, it had struggled to provide a modern, sustainable
technology environment for a visionary City such as Friendswood had become. The
technology language and culture harkened back to a day when the technology staff were
"wizards" who delivered "computer magic" from behind closed doors. Users had learned
to go to the Technology leadership as the way things were done, even though the
technology offered was less than satisfying and the delivery model somewhat frustrating.
The growth rate of the City has increased the demands on all City staff while the
budget has not allowed commensurate growth in the number of Technology staff (and,
most likely, other departments' staff as well) and improvements in their level of
experience and capability. Some efforts had been initiated in the past to create an
appropriate Technology strategy for a City like Friendswood, but the last completed
planning effort was long ago and other efforts have proved futile. When network security
issues arose that pointed to a need to conduct a security review (which interrupted a
major project to upgrade the City's desktop systems), it seemed an opportune time to
evaluate the current Technology landscape and create a Technology Strategic Plan, a
blue -print for the future of Technology for Friendswood.
At the beginning of this process, the Friendswood Technology Project Team (FTPT)
was formed from a cross section of senior city management consisting of the City
Manager, the Assistant to the City Manager and senior leadership from eight other
departments.
Security Review
A security review, including recommendations for next steps, was completed by
Tatum and provided to the City Manager and relevant City Leadership. A summary of
the analysis and recommendations was then reviewed in an executive session of the City
Friendswood Technology Strategic Plan Page 7
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Future State
Tatum prepared a second presentation, Future State of Technology Delivery: What
Fi•iendsfvood fvill be! (Appendix C) compiled from and based on the projections of the
Friendswood Technology Project Team's (FTPT's) definition of what the Future State of
Friendswood's Technology Delivery Model should be. The FTPT discussed, validated
and refined with Tatum what they saw as the Future State vision for Friendswood. In this
same meeting, the FTPT was presented with a list of Issues, Opportunities and Requests
that had been obtained from the Focus Groups. The FTPT prioritized these into general
time frames ("Address Now", "Important", "For Consideration", and "Future Budget
Planning") using a scale of 1 to 6. The accumulated results of the FTPT's prioritization
f
setting is shown with the Estimated Investment on pages @@@ Additional Items that
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were not prioritized into the top four time categories are also provided. Details for many
of these items are addressed in various sections below.
Agreement by the Friendswood Technology Project Team on Friendswood's future
state of its Technology Delivery Model is the basis for this Technology Strategic Plan
which follows.
Friendswood Technology Strategic Plan Page 9
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Scale
1
2
3 1
4 1
5
6 1
7 1
8
9 1
10
TA/a
Confusion
Department
Shared
Dictator
Limited
Central Oversight
CIO/Director
coordination
Some data and
Committee which
makes all
among
knowledge exchange;
reviews Technology
decisions
Departments
but Departments "do
Requests R
—those who
theirovm thing", tell IT
Recommends
One Central
General
'argue" best
what they want and
Priorities
Oversight
description
get wfiatthey
expect IT to provide
Committee that
want — no
Joint Planning with
'blankchecks"
formalized,
IT customers and
approved and
ClOagenda
understood
other Departments
understood priorities
method of
accept this approach
All Decisions
assigning
'as this is life"
Shared Resources for
totally
priorities
those that need them
Centralized
Scale Now
1
2i
3
4
5
6
7
8
9
10
Desired
1
2
3
4
5
7
8
'DJ
Governance
9
In order to make effective use of information technology, the City of Friendswood
needs to establish a mechanism by which technology projects and systems can be
effectively governed. Governance is most effectively accomplished by allowing City
business leaders, not technology leaders, to set priorities and manage projects. Effective
IT governance strategy relies on multiple approaches to solving the problem.
Initially the City will create an effective organizational structure for technology
oversight. Tatum recommends that the City establish a Technology Oversight Team
(TOT), the actual name of which can be set by the City, comprised of senior leadership
and tasked with acting not as departmental representatives, but serving the enterprise by
representing the best interests of the entire City while respecting departmental
preferences. This team will establish a set of procedures and priorities for the
development of IT funding requests, for project accountability, and for replacement
analysis. It should be understood that the TOT will have ultimate responsibility and
accountability for the success or failure of IT projects within the City.
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used to document the investment in system or process enhancement rather than assessing
qualitative measures which are inherently more difficult to evaluate.
Exception processes must be established to allow innovation in both processed and
projects to occur. However, because of the additional risk associated with undertaking,
innovative projects, the business case for such a project should meet far stricter standards
than a project using standard commodity technology and a project proposed under the
exception process must meet extensive additional risk assessment criteria.
It is imperative the City recognize that, while it should not significantly limit
technology innovation, it should also maintain a position of fiscal responsibility and
while not adopting a `bleeding edge' technology approach, at least close to a "leading
edge" position.
Friendswood Technology Strategic Plan Page 13
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Scale
1
2
3
4
5
6
7
8
9
10
Flawed
Acquisitions
Let's Get
Title
Do Your Own
Which Can Lead
Together
Advise &
Father Knows
Thing
to Unsatisfactory
(and it will all
Consent
Best
Implementations/
work outl)
Solutions
Each
Department
One Central
buys
No defined,
Teams Work
IT Specifies
Purchasing
anything
formalized
Together to
What will Be
Unit Specifies,
General
theywant
process for
Jointly Specify
Purchased,
Selects, and
description
that they
achieving
Standards
With Input
Buys
have the
Organization
and
From
Everything
budget to
needs
Specification
Departments
Technology
cover
Related
(orcan find)
(Bi
olar)
Scale Now
1
AL
2
8
9
10
Desired
1
2
3
4
5
6
8
Scale
7
Acquisition
The acquisition process developed to implement these recommendations should be
published and formally adopted by the City. Consequences for failure to adhere to the
process will be specified. All stakeholders will be engaged in the establishment of the
acquisition strategy. This is not something which can be imposed by fiat, by IT, or
Purchasing.
As one part of the project planning process, metrics will be defined which outline
expectations for expenditures. All stakeholders will also be engaged in the definition of
acquisitions for the project.
One key component to the acquisition management process will be the establishment
of a formal `make or buy' decision point. The vast majority of services provided by the
City of Friendswood are not unique either within Texas or the United States. For that
reason, it should be possible to purchase software and hardware, which is already being
Friendswood Technology Strategic Plan Page 14
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used in other jurisdictions. Selection of off -the -shelf components will reduce the City's
risk of compromising data and failure to be able to maintain the system, due to the choice
of unproven technology and/or a single person having knowledge of the new
capability/system.
As part of the project planning process, the corporate sponsor (defined in "project"
subsection) will identify potential risks associated with the selection and implementation
of the new technology. The acquisition strategy chosen must mitigate those risks in order
to be approved. Note that this process will not be designed to unduly delay or impede
progress, but only to minimize the chance of project failure.
Information systems acquisition, development and maintenance will be considered in
the context of the City's strategic plans -both for both business and technology strategies.
( The City's approach to application development (e.g. GIS, MS Access, etc) provides
( for a formal make -buy decision process. The "future state" envisions an environment
( where the City does not write core software or implement major infrastructure additions
or changes, but instead purchases those systems and services from the open market.
Tatum recommends that the acquisition process be formalized to include components
such as interdepartmental teams which will work together to jointly identify standards
and specifications for most acquisitions, especially commonly purchased devices such as
PCs, cell phones, and printers.
IT will specify what off -the -shelf technology should be purchased based on that
existing specification. Wherever possible, IT will choose as few minimum standard
configurations as are needed, which the vendor is willing to commit to maintaining as a
standard configuration for a purchasing cycle, such as a calendar or fiscal year. In some
cases, vendors will, if the City's help desk staff has attained a specific level of
competence, provide parts on an advance replacement basis to allow City staff to swap
components under warranty.
All information systems & other technology acquisition, development and
maintenance are considered in the context of the long- and short-range technology plans
of the organization.
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Scale
1
I 2
1 3
I 4
I 5
I 6
1 7
I 8
9
I 10
Funding
TVe
Totally At
Department
Collaborative Funding Based on Portfolio Analysis
Central IT
Funding
Level
Wlty Should
Varying Levels of Joint Planning and Collaboration
We'll Tell You
General
anyone Else
Depending on Funding Needs (Availability of
Mat you can
description
carewltat
Grants, Operating $, etc)
have and when
We're Doing?
you can have it
Scale Now
1 1
1 2
3
4
5
6
7
8
9
10
Desired
1
2
3
4
5
6
8
9
10
Scale
7
Funding
More emphasis needs to be placed of the process of funding technology within the
City. Without inclusion of all aspects of funding in the technology planning process, it is
difficult for the City to understand how it is spending its technology resources. Tatum
recommends that the City improve their current process by undertaking the following
steps:
Requesting funds for technology projects should be modified to include the
requirements for the Delta Analysis, Cost Benefit Analysis and the ROI Analysis.
Technology funding should be considered as an early component of the capital budgeting
process and be focused towards efforts which leverage existing data collection, reducing
the'Silo Effect'. Funding priorities will be based on an ROI analysis, but project funding
should be evaluated using a portfolio analysis process, which attempts to prioritize
projects based on evaluating their risk while maximizing benefit to the City. These
Friendswood Technology Strategic Plan Page 16
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projects and processes will require interdepartmental collaboration, cooperation, and
funding.
All project lifecycle costs must be considered in project funding. This includes
implementation, training, additional staffing which might be required, hardware and/or
infrastructure upgrades and/or replacements, and maintenance of hardware and software
for a specified time into the future (normally 5 years). All technology project
expenditures are departmentally driven based on department requirements, regardless of
funding sources, although anything above a very low threshold will be reviewed and the
timing of implementation authorized by the Technology Oversight Team.
A Technology Replacement Fund must, also, be maintained from year to year and it
should not be viewed as a contingency for acquiring new technology, but solely as a base
to pay for replacement technology. For example, we would recommend the City plan to
replace some items every two (2) years (e.g. servers) and every three (3) years for others
(e.g. desktop PCs, printers, and network infrastructure).
All technology funding and expenses should be tracked using common object codes
in the budgeting and accounting systems. All major technology assets should be tracked
using fixed asset numbers or tags.
The City should plan to include specific initial and on -going training funding to
ensure continued effectiveness/service delivery and to reduce the effect of staff
"turnover."
The demand for Technology will require some flexibility to respond to
changes/needs. An exception process should be created which provides for funding for
emergency projects. This flexibility will allow that City's IT department to be able to
respond quickly to changes in available technology and/or City priorities and needs.
Friendswood Technology Strategic Plan Page 17
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Scale
1
2
3
4
5
6
7
8
9
10
We Have
Everything Is
Title
What'sA
Project, It Has Not
Departmental
How Can We
Master Planned
Project?
Achieved
Portfolio
Help You?
& In A Portfolio
Expectationsl
Limited
Department In
General
Coordination
Charge — Some
IT Serves in a
Project
descrip-
Everything
thing Is
Between
Formalized
Consulting Role
Management
fion
Ad -Hoc
Departments &
Project
for Departments
Office as a
Projects
Management
That Need It
Resource
Expertise
Scale
1
2
3
♦
5
6
7
8
9
10
Now
Desired
1
2
3
4
5
6
8
-
Scale
L�J
Projects
The City should establish a Project Management Office with the responsibility to act
as a "librarian" to store and retrieve the definition for the standard framework for project
processes, leadership and reporting. It will be a resource/consultant f'or most projects,
and report the status of projects to all stakeholders. The project process definition is
evolutionary in nature and will be expected to grow and change to meet and respond to
discoveries on each completed project.
Key roles should be established for all projects, including the corporate sponsor,
project manager, technology liaison, and stakeholder departments.
The Corporate Sponsor should be at least at the Department head level so as to be
able to fulfill the responsibility to cast vision for the value proposition of the project,
marshal adequate resources for the successful completion of the project and champion the
Friendswood Technology Strategic Plan Page 18
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Project oversight is provided by the Project Manager. The PM is responsible to
provide regular updates to the PMO on project status. The PM is responsible to manage
the project so that objectives, both initial and subsequently modified ones are met. The
PMO reports the status of all projects to senior management and to Technology Oversight
Team, often with assistance and participation of the PM.
Post -project activities may well be the most important, since they help refine the
processes that will be followed in future projects. The PMO leads in an evaluation of
each project to discover and document what went well and what could have gone better
and reports on the evaluation to the Technology Oversight Team and then to senior
management, as appropriate.
Friendswood Technology Strategic Plan Page 21
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Scale
1
1 2
3
I 4
5
6
I 7 1 8
9
I 10
Title
What, Me
This, Too, Shall Pass
Boy Scout Motto
YOU'll Do It My
Worry?
Way
'Be Prepared' -- You're
No One Is
Accountable for
General
Accountable
Stuff Happens, But We
delivering, but each
If You Miss a
descrip-
for Project
Do Our Best'
project is taken as part of
Deadline, You're
tion
Success or
a larger context, and
Gone
Failure
resources are allocated
effectively
Scale
I 1
1 2
3
4 4&5
1 6
1 7
8
9
1 10
Now
Desired
Scale
I 1
I 2
I 3
I 4 I 5
I 6
L7
8
9
I 1
1
5] _W
,." Ldum. MI Right, Rml-d
Accountability
Part of a successful system implementation is accountability, for without
accountability, there's no assurance that projects and tasks will be completed. The
implementation of best practices related to these areas will be essential if effective IT
governance is to take place. For the purposes of this report, accountability has been
separated into two major areas: project accountability, and non -project accountability.
♦ Proiect
In order for accountability to be effective, the ultimate accountability for a project
will rest with the corporate sponsor. The corporate sponsor is the departmental leader
who has the ability and authority to sure that the resources necessary to complete the
project are provided.
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All projects are taken as part of a larger context. No project is an island. It is rare
that a system can be implemented in local government which does not have impact on
another system or process within the organization. For that reason, it is essential that all
projects should be reviewed to ensure that other systems and processes are either
accommodated or included in the new project. If the implementation of the new system
can be used to enhance existing workflow or reduce data entry requirements, then those
factors should be taken into account as part of the implementation plan. Any project
manager or corporate sponsor who chooses to be uncooperative in this collaboration
process must be held accountable to the TOTs.
Each project has a designated corporate sponsor and project manager from the
business unit sponsoring the project. A key component of accountability is ownership --
if the project is perceived as an IT project, rather than a business unit project, it is less
likely to be successful, because support from within the business unit will be lacking.
Project resources are allocated effectively to ensure successful completion. In spite
of project planning, unexpected issues sometimes arise during the implementation
process which requires additional resources. The corporate sponsor and project manager
must have the authority to allocate additional resources as required, or to cancel the entire
project, if necessary.
Each manager is accountable for delivering according to the project plan. It is
imperative that all managers also understand the relationships between their project and
other projects within the City. Delay on one project may have impact on another project,
both in the area of resource availability, cost, and prerequisites. For that reason,
communication is essential between all project leaders on ongoing basis.
Performance of managers will be tracked against deliverable schedules. Milestones
and deliverables for each project for which the manager is accountable should be
included in the annual work plan for those managers. They must be held accountable for
the accomplishment of those milestones and deliverables.
A mechanism is in place to manage for contingencies because not all events are
controllable within the project plan. At each stage of the project the project manager
Friendswood Technology Strategic Plan Page 23
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should identify fallback positions and exit strategies to maintain the project in case of
disaster or unforeseen events. Contingency funding and timing should be built into all
project plans.
♦ Other Standard Practices/Non-Project Accountability
The City has a fiduciary responsibility to taxpayers and ratepayers to ensure
appropriate expenditure in the delivery of City services. Compliance with the
accountability practices outlined in this document should be mandatory for all City
employees.
All employees are expected to conform to these policies and practices. The failure to
conform may have an adverse impact on the employee's performance appraisal.
Managers are expected to deliver on commitments they have made. Part of effective
management is the ability to plan for delivery of services. Managers in the City of
Friendswood are expected to plan for and deliver projects they have committed to.
Clear and effective reporting to all constituencies are keys to effective management.
Many of the issues facing the City from a technology perspective are the result of poor or
nonexistent communication. If the City desires to be more effective at the delivery of
services, City staff needs to do much better job of communication. This includes
communications between departments, vertically within the organization, to citizens, and
elected officials.
Open, honest and clear communications are critical to the effective delivery of
services. The ability to take ownership and responsibility for any problems which may
occur in the delivery of the services is a sign of managerial maturity. A structure needs to
be created, which rewards honesty, and penalizes failure to be a team player (honest
mistakes are not punished with a "death penalty", but deceit is).
Friendswood Technology Strategic Plan Page 24
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1
s
Scale
1 j
2
3
f 4
5
6
7
8
9
10
Title
We can't
Moving Deliberately
Getting There
On -Line,
Spell WWW
Not In -Line
Internal &
External
Selected
Customers
eGovernment
Most eBusiness
All Operational
General
Have to Be
Applications Available
Applications Available
Functions, Internal
description
Here in
online, with a Plan For
On-line
&External, are
Person to do
More
available on-line
Business
With Us
Scale Now
1
2
J,i' 4
I
5
6
7
8
9
10
Desired 1 2 3 4 5 6 7 8 9 1
Scale
8.5
2011 bt.- All R,ghh Rc.wd
Web/eGovernment
As the population of the City of Friendswood matures, traffic becomes more
complex, the cost of energy increases, and the citizens become more computer literate,
pressures will build to minimize or reduce the number of visits customers need to make
to physical City facilities in order to do business with the City. The City of Charlotte,
North Carolina has adopted the slogan `online, not in -line' as the mantra for its
eGovernment effort. In general, the principle should be adopted of the City of
Friendswood as well. Tatum believes that Friendswood has made plans towards that
goal, but significant progress remains to be done.
An inventory of City services should be updated, with an indication of which have
automated support, either web based or non -web based.
Friendswood Technology Strategic Plan Page 25
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Scale
1
2
3 I
4
5
6
7
8 `
`
9 10
Best -of-
System and
B-o-B/ERP
One Best Way/
TrNe
Islands of Data
Breed
Data
Cross
Best Vendor
Standards
Conscious
Many
Choice to
applications
A Single (or
Many Independent
Buy the best
Joint Data
are part of a
Organization-
perhaps two)
General
General
Departm(&
available
Standard
wide ERP
Organization -
Organization -
Descrip-
sub -departmental)
application in
Setting, All
package,
Wide ERP
Non
systems, most of
each area,
Systems are
those that
System, With
which don't talk to
regardless of
interfaced or
aren't use the
Integrated
one another
interface/
integrated
same data
Data Available
integration
format
as Needed
capacity
platform
Scale Now
1
2
3
4
5 46010
Desired
1
2
3
4
5
6
8 9
7
7011 W.-All Rght, Rc mry d
Application Sourcing
As indicated by the graphic above, the City is targeting an upper mid -point position
on the continuum between best of breed and a single vendor environment, with a strong
"tilt" toward minimized vendor count. Thus, the City will seek to minimize the number
of separate application vendors although it is not an absolute requirement, while seeking
application systems and solutions that are as close as possible to "best -of -breed".
An over -arching requirement is, however, commonality with existing systems. To
accomplish this, Data Standards will be established using a collaborative model that
includes IT and all affected departments. These standards will be established and
maintained under the guidance of the IT Director and under the authority and mandate of
the TOTS.
All systems will be appropriately integrated or, at least, interfaced. The difference
between these two are integrated solutions normally provide bidirectional data awareness
Friendswood Technology Strategic Plan Page 27
Create more value.
d Tatum
C ytte mom Mite.
Scale
1
2
3
4
5
6
7
8
9
10
No outside
Title
Door's open!
Firewall &
Cautiously
Controlled
access, period:
many limitations
Come on in
Anti -virus
accessible
external access
on internal
access
Firewalls and
Few/no modems;
System
routers inhibit
limitations on
Selected VPN &
General
running wide
obviousa
outside
few data
Everything
Descrfp-
open; users
intrusion;
anti -virus for
freely available
VPN connections;
exchanges with
locked,
one key, &
lion
Ten
virus and
lotsof connections
other
IT has it
themsselvely es
Trojan horse
with other
organizations
protection
organizations
5 647
Scale
1
2
3
4
--
8
9
10
Now
Desired
1
2
3
4
5
7
8
9
cale
ti
k .2011 Tatum. All Rghh Rmmd
Security
As the City embraces their expressed future state of eGov and shift to a more
distributed technology model, the need for a solid, well managed, clearly stated security
policy is paramount. The City's IT Director, in collaboration with department heads will
need to develop a Security Policy (set of rules and practices that regulate how an
organization manages, protects, and distributes sensitive information) which is reviewed
and approved by the TOTS.
Some of the elements of the City's security policy that should be considered based
on the City's desired "Future State" are:
• A resilient system that "bends, but does not break" when facing intrusion and/or
virus and other attacks, but facilitates excellent access for internal users to
internal and external systems
Friendswood Technology Strategic Plan Page 29
/A
ra Tatum
Crrate Inow roMe.
• No modems are allowed, but exceptions would be made for valid operational
considerations
• All outside CD/disk/memory sticks introduced into the system would be
rigorously scanned by a resilient monitoring environment
• While VPN connections would be freely available, the connections would
through a resilient VPN server
• Many connections with other organizations would be allowed, but appropriately
monitored by resilient protection systems
• User -side security is strong
• Triple password failure locks system
• Auto screen -saver with password
• Significant "external computer" access to Internet within City facilities for
vendors, citizens and others to limit demand for "Internal access"
While no security strategy is flawless, systems should be configured such that they
are accessible, although with well managed security, with a bias toward the cautious.
Security is a moving target with the velocity of technology change in today's world. A
security policy, with its practice and on -going evolution to respond to change, is critical
to the success of the City's overall strategy
Friendswood Technology Strategic Plan Page 30
� i Tatum
Crude mort, trtlue.
0
Scale
1
2
3
4
5
6
7
8
9
10
Title
All IT Staff In
Mostly
IT First
Federated
All IT Staff are
Departments
Independent
Responders
Central
Trained, but
Conscious
Larger
non -
Decision for
Departments
technical,
Large Central IT
General
Total
have IT staff,
staff in
group, but some
Everyone goes to
description
Independence
most have
smaller
Departments
IT for help
of IT Staff
Insufficient
departments,
Have own Staff
Resources
authorized to
do quick fixes
(Bi-poor
Scale Now
1
2
34
5
—416
8
9
10
Desired
1
2
3 4
6
7
8
9
Scale
,-
2011 Tatum. All RlgAth Rturved
Technology Staff Reporting
The IT group (all components of which are later identified as being under the
direction of a City IT Director) will have general responsibilities for the technology of the
City. This would include ownership of, and support for, the city-wide core technology
infrastructure, such as the technologies associated with the LAN and WAN linkage
regardless of the media involved (fiber, copper, wireless). "Back office" components
such as routers, log and print servers and connectivity to Internet are also included in IT's
stewardship and responsibilities.
Desktop support, including base collaboration applications (e.g. MS Office) are a
major portion of ITs portfolio. While training on such applications would most likely be
more effective from professional educators (perhaps within the HR department), the
Friendswood Technology Strategic Plan Page 31
Creme mom tMlne.
(hate more tniee.
CmRfc mom tYlhrc.
1
1 2
3
5
7
8T
9
10
Title
General
description
5
Scale Now
1
3
4
5
7
p
8
9
10
Desired
1
2
3
4
6
�
7
8
no
ISA
Scale
I!(
I
I
I
1011 lalmn. All Right. R--d
J
Chyle ntme inhle.
PC
Create more value.
i Tatum
Cna(c nron� rrrinr.
members within the City. Appropriate analyses (Delta, Cost Benefit, and ROI) should be
done on every technology project to determine the actual underlying value of the project,
follow something like the sample provided below.
♦ Delta Analysis (to be prepared by sponsoring department)
i A simple, three -column approach to evaluating differences in two options
(often, a comparison what is in place and what is desired)
■ Column heads
• Issue/Capability
• Option 1 - existing ability/methodology
• Option 2 — new ability/methodology
■ If the Delta Analysis does not support the value proposition of project,
analysis is concluded and Corporate Sponsor drops support for the proposed
project.
♦ Cost Benefit Analysis (to be prepared by sponsoring department)
■ A compilation of all costs associated with the desired project
• Infrastructure requirements, including absorption of existing infrastructure
components
• Hardware, including maintenance for 5 years, or the life of the technology,
whichever is less
• Software license fees
• Software maintenance fees for 5 years, or the life of the technology,
whichever is less
• Training costs, including initial training for all users and recurring training
for new users and exiting users for 5 years, or the life of the technology,
whichever is less
• Project management costs for implementation
■ A compilation of all savings associated with the desired project
• Hard savings (e.g. reduced purchases, savings on maintenance, reduced
manpower, etc.)
• Soft savings (e.g. man-hours, miles, etc.) quantified into dollars
■ A net cost (or savings) of hard dollars and soft dollars
■ Intangible (non -financial) benefits listing
■ If the Cost/ Benefit Analysis does not support the value proposition of project,
analysis is concluded and Corporate Sponsor drops support.
Friendswood Technology Strategic Plan Page 37
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Create fnom mil,o.
♦ ROI (Return on Investment) Analysis
■ An effort is made to determine the time frame to receive the anticipated
financial or other quantitative and qualitative benefits or improvements
against alternative of not doing the project.
■ For example, calculating the saving from prior lost productivity of putting in
new, more reliable wiring.
♦ Final Documentation Steps
■ Assumptions are documented
■ Funding sources are identified and documented
■ Timing issues are identified, including statutory mandates
■ Identify and document early validation milestones
♦ TOT makes decision regarding project
■ All documentation and analyses are reviewed
■ TOT evaluates and makes decision:
• Adds project to City's project portfolio
• Requests additional information be obtained before re -submitting
• Rejects project (possibly proposing an alternative approach or a later date)
Chief Information Officer (CIO)
The City's requirement for technology leadership will be moving from technical
planning and implementation toward strategic planning and direction. Although
Friendswood does not appear to have a need for a true CIO at this time, the City needs to
begin to look forward to a time when information technology management shifts to a
strategic role and be moved from the wings of the organization to a seat at the senior
management table. This will require a new level of responsibility and expectations.
Previously the City's technology leadership position had been focused on the planning
and implementation of specific information technologies, rather than on long-term city
strategy. The City's growth and its dependence on technology will shift its requirement
more towards strategic leadership.
At that time a new position called the Chief Information Officer (CIO) will need to
be established with responsibilities to provide a business (organizational) viewpoint and
Friendswood Technology Strategic Plan Page 38
�i Tatum
Chytte more adue.
connection with all other departments as it intersects with technology. The position will
be an important voice in the strategic planning process throughout the entire City and
therefore, should be part of the highest levels of City management thought -leadership and
most likely be a part of the senior management team.
The CIO will be the technology leader for the entire City, including every
department in the City. This position will provide the most senior City staff with
technology perspectives on virtually all initiatives contemplated by the City, take a
positive supporting role in maintaining alignment with organizational business objectives,
and be a collaborative partner with all departments within the City. A focus on Customer
Service and excellent skills in communication are absolute requirements while an
established track record of vision and innovation must, also, be in this person's portfolio.
While experience with local government would be useful, it is not essential - the ability
to "see the big picture" and tie technology and business needs together is far more
important.
GIS (Geographical Information System)
Tatum recommends that GIS be moved in-house and implemented with E.S.R.I. so
as to provide a much more diverse utilization of the benefits available through a GIS
system. This will initially require a GIS analyst and, in the future, other staff will be
needed to assist departments who currently have little or no GIS options now. These will
not necessarily need to be in the GIS group. For example, a Crime Analyst or a mapping
specialist for Public Works could be in their respective departments. Major using
departments could have a GIS coordinating (or, perhaps, data or development) part-time
position.
General Technology Realignment
The IT organization has evolved over the last decade or so. Tatum is recommending
a realignment to gain more efficiency in Technology deployment and delivery. Tatum is
recommending changing the current job titles, focus and responsibilities of several
positions, as shown on the following diagrams.
Friendswood Technology Strategic Plan Page 39
i i Tatum
Create more value.
Recommended IT Functional Structure
Vendors & I IGIS
Consultants
Major f
Application
Support
Technology
Oversight Team
Information
Technology
Director
(later CIO)
Helpdesk !
Desktop
Support
The number of IT staff initially
♦ IT Director.................................................................................... 1
•..............................................................
-.......................
♦ (other half time as PMO) .................
♦ Helpdesk/Desktop Support ........................................................... 2
♦ Infrastructure (responsibility of IT Director & team) ................... 0
♦ � (other half time as App. Support)......................................-9
Total Staff ; 2 new staff members) ......................... 5
-- -- — —
�
Infrastructure PMO I Departmental I
Tech Staff
Friendswood Technology Strategic Plan Page 40
Cm to mom value.
CWale reote value.
ri Tatum
Gwa(c umre mlue.
"Ownership" (Stewardship)
of Technology
Technology stewardship should fall into two groups: 1) Infrastructure; and, 2) User Systems
and Data. With ownership comes a parallel set of responsibilities.
♦ Infrastructure should be owned (stewarded) by IT
The physical network, of fiber optic and copper cabling, plus routers, switches and hubs
should be owned by IT. The desktop and the baseline collaboration software on it (Microsoft
Office and Operating System) should also be owned by IT. The general use server racks and the
servers, as well as the local and wide area network, including connections to and through the
Internet should also come under IT's ownership. The infrastructure support, which includes
shared application back -end hardware and back -end software systems (e.g. servers and database
server systems), is the responsibility of IT.
♦ User Systems and Data should be owned (stewarded) by users
The application systems, the dedicated hardware (back -end) equipment upon which they
reside and run, and the data itself should be owned by the user departments. This does not mean
that user departments will operate complex equipment and servers, but rather that they will have
the responsibility to fund the support and service provided by IT and/or the applicable vendors.
Friendswood Technology Strategic Plan Page 44
�i Tatum
C Crean prom trdsc.
Transition Issues & Recommendations
The City of Friendswood will continue to initiate changes during this transition period from
the Technology Delivery Model of today to the Delivery Model of the Future. This transition
will certainly take several months, perhaps even years in some areas, to complete. This
Technology Strategic Plan will provide Friendswood with the "how to get there" during this
transition period. Certainly the most important philosophical shifts can occur in the immediate
term. Included in these are: the establishment of the Technology Oversight Team (TOT),
improved documentation of required/needed technology for review by the TOT, the creation of
the Project Management Officer (PMO), and identification of corporate sponsors for all existing
technology projects. Of course, the restructuring of the IT organization, and shifting the GIS
group should begin now.
Provided below is our recommendation for correcting the general issues currently preventing
Friendswood from having the Technology Delivery Model of its future.
♦ Finalize and test the Continuity of Operations Plan (COOP) for the City
The City has the made great strides in defining a draft COOP plan. Finalizing that plan will
continue to require valuable input and participation from all City departments. Finalizing and
facilitating the first City Wide testing of the plan is the logical next step. After the completion of
the first complete test, the City will need to take multiple passes thru the draft COOP; each time
adding and improving the information provided for each application and contingency, based on
the lessons learned from the testing experience. Facilitating additional tests every year that
focuses on a different disaster scenario and different disaster impacts, followed up with a
complete review and update, will ensure the plan is ready for a successful implementation
whenever needed.
Friendswood Technology Strategic Plan Page 45
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r d Tatum,
Create more value.
♦ Provide technology training for all City employees
With Friendswood's accelerating dependence on technology, training is a requirement as the
technology becomes increasingly more robust. For training on your standard office tools like
MS Word, Excel, PowerPoint, Access, and Outlook, the city should look at two approaches.
One approach is to train your employees by routinely providing classes. These classes can
be found on the internet with the ability to purchase for the entire enterprise. Classes are
available through several technology training locations (commercial and educational) in the area.
Another option would be to sub -contract with a local junior college or high school teacher to
provide the training for you. Of course, if the demand for training classes was great enough, HR
could hire a training person to deliver technology training and other Friendswood related
training, as required.
The second approach would be for Friendswood to hire a person who is skilled both in
training processes and in technology. This does not have to be a full time role for this individual,
but a strong skill set that compliments and expands on another role that the City may need to fill.
Testing for technology skills can be done as easily as testing for a typing test. Plus having and
improving on technology skills as a job requirement and then evaluating on that job performance
criteria just like any other skill would elevate the importance of technology throughout the entire
city. This approach enforces the concept that everyone is accountable for technology as it
relates to their job.
In any case, Friendswood should consider adding "technical skills appropriate to the
position and responsibilities" to the annual review of every employee. Considering the sizable
investment for each employee, it is reasonable to expect each employee to obtain and maintain
necessary technology skills and abilities.
Friendswood Technology Strategic Plan Page 46
r d Tatum
(.h�ntc tttore tnhtc.
♦ Document Business Processes
Documenting Friendswood's Business Processes provides an immeasurable value to the
organization. It can be used as a training tool for current and future employees. It will assist
each department in accessing if their process works well for them and other departments while at
the same time the departments can evaluate the processes designed within each system to
determine what needs to change or be re -aligned. It can even be the basis for evaluating new
software in the future. Documenting all the business processes within the city will be a multiple
year process for Friendswood but get started on the documenting one department as soon as
possible.
♦ Create clear policies and procedures
Clear policies and procedures documented and agreed upon by the Technology Oversight
Team and then communicated to the general population will ease Friendswood through this
transition to their new and future technology delivery model. Policies and procedures should
certainly include but not be limited to: Technology Oversight Team formation and functions;
Service Level Agreements; acquisition process; PMO; and Project Implementation. A set of
policies should include many more operational policies and procedures such as Back -Up &
Restore policy for hardware devices, Email retention policy, new hire policies and process to just
name a few.
♦ Improve implementation outcomes and accountability through defined project processes
The improvements will come as Friendswood puts into place the PMO processes that have
been described in previous sections.
♦ Transform IT into a world -class Customer Service provider
Making the organizational changes mentioned thus far will certainly allow the IT group of
Friendswood to more rapidly transform into a world -class customer service organization.
Requiring and coaching all IT personnel to have both a customer service attitude and the
technology skills to perform the job will, also, assist the IT department in making the transition.
Examples of a more proactive approach to customer service delivery would include: 1)
changing the Help Desk approach to create an expectation of an excellent first level support for a
majority of the its customer's requests; 2) requiring all technicians to notify the customer when a
Friendswood Technology Strategic Plan Page 47
�i Tatum
Create Ilion, lrlllle.
problem is fixed and then following up with the customer a few days later to make sure
everything is still working properly; 3) providing issue status monitoring through an Intranet
"INFO -Track" screen; 4) scheduling the desktop technicians pro -active "walk around" time in
each department to search for capability improvements that can be done for the customer (each
user); and 5) requiring the network administrators to open up the system, monitor and report
abuses to IT Director / CIO instead of being "Internet police."
♦ Create Technology System Implementation Processes for Friendswood
Friendswood's implementation processes will be a living dynamic; always changing; always
being "perfected". An implementation plan can have many different formats, styles, and
purposes. They contain the same basic information which is; 1) the purpose of the project; 2)
who is responsible for what; 3) what are the major milestones that need to accomplished; 4)
when will the milestones be accomplished; 5) what tasks does it take to accomplish the
milestones; 6) how do "roadblocks" get reported; and 7) how do change requests get made,
approved and included. The PMO will be the keeper of these templates and will be refining
them to be Friendswood-specific, based on lessons learned from previous projects.
♦ Fund realistic technology equipment replacement and software upgrade
A transparent software and hardware replacement and upgrade schedule was deemed
important by several focus groups.
♦ Define Service Level Agreements (SLA) between IT and users
Defining what the Friendswood technology customer requires will enable IT and the user to
better understand what to expect. Think of the SLAB as a negotiated agreement designed to
create a common understanding about services, priorities and responsibilities between IT and the
users. Use the development of Friendswood's SLAB as a communication and a conflict -
prevention tool. The value of an agreement is not just in the final product; but the very process
of establishing an SLA helps to open up, and keep open, the flow of communications.
Friendswood Technology Strategic Plan Page 48
� d Tatum
(:revue nton tnluc.
To be effective, a service level agreement must incorporate two sets of elements: service and
management. The service elements include such things as:
■ services provided,
■ conditions of service availability,
■ timeframes within which services will be provided,
■ the responsibilities of both parties, and
■ escalation procedures.
The management elements focus on such things as:
■ how service effectiveness will be tracked,
■ how information about service effectiveness will be reported and addressed,
■ how service -related disagreements will be resolved, and
■ how the parties will review and revise the agreement.
Friendswood Technology Strategic Plan Page 49
� i Tatum
Cnm[e morec 4ue.
Prioritization and Estimated Investment
Initial Investment
Annual Costs
5 Year Requirement
Notes
ITEM
Priority
Low
High
Low
High
Low
High
Address Now
2 additional IT staff - Tech services & GIS
1.9
112,000
140,000
116,480
145,600
577,920
722,400
Deploy content manager, enabling
Low-- DIY; high=Externally
department management for their portion
1.9
0
21000
0
1,000
0
6,000
implemented and supported
of the City's web site
Replace/address future of current
1.9
0
400,000
0
80,000
0
720,000
Low --little change;
HTE/SunGard system
high=upgrade/replacement
Online forms or, preferably, eGov system
Low-- DIY; high=Externally
(e.g. building permits, utility requests,
2.1
0
2,500
1
2,000
4
10,500
developed & maintained
alarm permits, etc)
Online payments
2.3
10,000
50,000
1,000
10,000
14,000
90,000
Replace SCADA systems
2.4
50,000
150,000
5,000
30,000
1 70,000
270,000
Low utilizes what is in place;
VoIP phone system
2.4
50,000
150,000
5,000
30,000
70,000
270,000
high adds a lot of new
capabilities
Segment subtotal
222,000
894,500
127,481
298,600
731,924
1�,088,900
Important
Additional server storage space
2.5
25,000
75,000
2,500
15,000
35,000
135,000
Backup Internet method
2.5
2,000
10,000
200
2,000
2,800
18,000
Telephone system improvements
2.5
5,000
25,000
500
5,000
1 7,000
45,000
Technology training for all city staff
2.6
0
3,000
0
3,000
0
15,000
Low-- DIY; high=Externally
developed & maintained
Wi-Fi availability at most City facilities for
2.6
1,000
7,500
100
1,500
1,400
13,500
City employees and/or public use
Continued on next page
Friendswood Technology Strategic Plan Page 50
01111FIA Tatum
Create more value
ITEM
Initial Investment
Priority Low I High
Annual Costs
5 Year Requirement
Notes
Low I
High
Low
High
"Important" items continued
from
previous page
Night / weekend coverage for technology
calls without IT staff working during their
off hours
2.7
7,500
15,000
7,500
15,000
37,500
75,000
IT purchase approval restructured
2.8
0
0
0
1 0
0
0
DIY
Agenda software _1
2.8
15,000
25,000
1,500
5,000
21,000
45,000
Citizen access automated system
2.8
20,000
50,000
2,000
10,000
28,000
90,000
Pad/tablet strategy
2.8
0
0
j 0
0
0
0
DIY
Staff evaluation system that integrates
with HR application with training provided
2.8
0
1,000
0
1,000
0
5,000
Low --DIY; high=Externally
developed & maintained
Additional training on OSSI
2.9
5,000
10,000
2,500
5,000
15,000
30,000
Data entry standards for all systems(e.g.
HTE/SunGard)
2.9
0
0
I 0
0
0
0
DIY
i Empowerment of users to download
normal software application updates
2.9
0
0
0
0
0
0
DIY
lementation/upgrade system process
resultsin timely and successful
comes
F
2.9
0
10,000
0
2,000
0
18,000
Low --DIY; high=Externally
developed & maintained
IT staff training
2.9
3,000
5,000
3,000
5,000
15,000
25,000
Switchboard improvements at reception
desk
2.9
21500
5,000
250
I 1,000
I 3,500
I 9,000
Segment subtotal
86,000
241,500
20,050
70,500
166,200
523,500
Cumulative
308,000
1,136,000
147,531
369,100
898,124
2,612,400
Friendswood Technology Strategic Plan Page 51
Create more value.
ITEM
Initial Investment
Annual Costs
5 Year Requirement Notes
Low
High
Low High
Low
High
For Consideration
Council chambers recording solution
3.0
5,000
10,000 500
2,000
7,000
18,000
Court interface with Jail System
3.0
3,000
7,500
300
1,500
4,200
13,500
FTP site to download large files to
customers / vendors
3.0
100
5,000
100
1,000
500
9,000
Group email distribution (list server)
3.0
5,000
10,000
500
2,000
7,000
18,000
Purchasing policies and system issues
improvement
3.0
0
0
0
0
0
0
F
DIY
City wide calendar for all events
3.1
0
5,000
0
1,000
0
9,000
Low-- high=Externally
developed & maintained
Email system improvements
3.1
5,000
15,000
500
3,000
7,0001
27,000
Intranet HR self-service
3.1
5,000
20,000
500
4,000
7,000
36,000
Office compatibility packs timely
deployment & user rights adequate to
install themselves
3.1
0
0
0
0
0
0
DIY
Project process improvement
3.1
0
6,000
0
1,200
0
10,800
Low-- DIY; high=Externally
developed & maintained
Requirement to always identify TCI (Total
Cost of Implementation)
3.1
0
0
0
0
0
O
III
Web site improvements
3.1
0
25,000
0
5,000
0
45,000
Low-- DIY; high=Externally
developed & maintained
Segment subtotal
1
23,100
103,500
2,400
20,700
32,700
186,300
Cumulative
1
1 331,100
1,239,500
149,931
389,800
930,824
2,798,700
Create more value.
Initial Investment
Annual Costs
equirement
5 Year Requirement::_-
Notes
ITEM
Priority
Low
High
Low High
Low
High
Future Budget Planning
Desktop standard configuration update
3.2
0
0
0
0
0
0
DIY
Savings from current cost
GIS moved in-house with industry
3.2
25,000
50,000
2,500
10,000
35,000
90,000
will lower this considerably.
standard GIS
Staff costs are part of first
item
IVR for Utility Billing
3.2
10,000
50,000
1,000
10,000
14,000
90,000
Maintenance contracts with most
3.2
25,000
50,000
2,500
10,000
35,000
90,000
technology vendors
Web site of City improvement, including
eGov capabilities, management strategies
3.2
25,000
100,000
2,500
20,000
35,000
180,000
and approaches
RecTrac interface to Finances stem
3.2
10,000
25,000
1,000
5,000
14,000
45,000
Fueling information system
3.3
5,000
25,000
500
5,000
7,000
45,000
Internet performance/access strategy
3.3
0
0
0
0
0
0
DIY
OSSI interfaced well with ticket writers
3.3
5,000
15,000
500
3,000
7,000
27,000
Public access wireless (and Library wired)
3.3
2,500
15,000
250
3,000
3,500
27,000
strategy
Update to latest version (8.2.1) of
Low= DIY; high=Externally
LaserFiche, obtaining support for Win7 &
3.3
0
5,000
0
0
0
5,000
implemented
Office 2010
_
Data sharing integration between
3.3
5,000
50,000
500
10,000
7,000
90,000
Compensation HR applications
Low=included as part of any
Document imaging integrated in
3.3
0
25,000
0
5,000
0
45,000
new system;
operational systems
hi h=standalone add -on
Continued on next page
Create more value.
ITEM
Priority
Initial Investment
Annual Costs
5 Year Requirement
Notes
Low I
High
Low High
Low I
High
"Future Budget Planning" items continued
from previous page
Improved password strategy
3.3
0
0
0
0
0
0
DIY
Improved software license management
3.3
0
0
0
0
0
II
j 0
III
DIY
Replace court system
3.3
125,000
200,000
12,500
40,000
175,000
360,000
Application policy and practices that
include all stakeholders
3.4
0
0
0
0
` 0
0
DIY
Distributed authority for system
management
3.4
0
0
0
0
I 0
0
DIY
PC replacement strategy adjustment
3.4
15,000
25,000
0
0
15,000
25,000
Cost reflect shift necessary
to stagger deployment
Technology solutions already in City
deployment and user training
3.4
0
0
0
0
Work order management
3.4
15,000
45,000
1,500
9,000
21,000
I 81,000
Could be part of a
replacement system
Adequate deployment of Adobe Acrobat
Professional
3.5
2,000
5,000
200
1,000
2,800
9,000
Mobile access
3.5
5,000
50,000
500
10,000
7,000
90,000
_
Online Court Dockets
3.5
10,000
f 50,000
1,000
10,000
14,000
90,000
Tokay inventory software linkage to
HTE/SunGard CIS/UB database
3.5
5,000
25,000
500
5,000
7,000
45,000
Web site (external) filter approach
improvement
I 3.5
0
I
15,000
0
3,000
0
27,000
Low= DIY; high=Externally
implemented
Web site feedback strategy
3.5
0
0
0
0
0
j 0
DIY
Rights higher on desktop (e.g. share
externally attached drive)
3.6
0
0
0
0
0
0
DIY
Segment subtotal
289,500
825,000
27,450
159,000
399,300
450,000
Cumulative
620,600
2,064,500
177,381
0 548,800
1,330,124
3,248,700
See additional items and Notes on following page
OrA Tatum
Create more value.
Additional items prioritized but not ulaced in the tou 4 segments:
♦
Fleet module
♦
Service Level Agreement
♦
Registration online for a
♦
Trouble Ticket
♦
Office & Adobe
(SLA) for technology
library card and other
Management solution for
Converters on all
vendors and/or internal IT
current "citizen presence
help desk
desktops
♦
TDEx access at jail for
required" interactions
♦
External communication
♦
Real time Council
national criminal and
♦
Solution to create
(social media, blogs, chat,
meeting broadcast
incident search
brochures effectively (e.g.
a 3-1-1 type option, etc.)
♦
Hand-held ticket
♦
Additional Library self
Creative Suites)
♦
Audio/video edit tools
writers
check out units
(e.g. in Library)
♦
Intranet directory of
♦
Department -managed
Lowest priority items
♦
Microsoft Access training
employees with
shared folders or
♦
Fax server
and promotion
picture
SharePoint
♦
Traffic (automobile)
♦
Photo Shop
♦
SharePoint
♦
Impromptu training
monitoring tools
♦
Library patron Internet
implementation
♦
Training on COGNOS
♦
Video conference
time/use management
♦
Visibility of
and/or alternative ad hoc
capability via Skype, or
system
technology
reporting tools
other low cost option
♦
Apple public computers
acquisition plans
♦
Electronic date stamping
♦
Facebook, etc, access for
for library
♦
Mobile hotspots
capability
appropriate access
♦
Binding Machine
around City
♦
Police vehicles dual -band
♦
Time Clock hardware
(400/800 mHz) radios
replacement
General notes & assumptions related to estimates:
♦ Cost of additional staff are calculated as "fully burdened"/1.4 rate
♦ Third party/vendor support costs are calculated at a low rate of 10% of system cost and 20% at the high rate
♦ For every prioritized item, assumption is that the City's technology infrastructure will support the item without additional costs other
than normal/day-to-day connection efforts
♦ Customers/Users of technology are assumed to have adequate staff to operate prioritized systems (except GIS, where a GIS
coordinator is included)
♦ All new software and capabilities include setup/implementation costs plus training and expenses
Friendswood Technology Strategic Plan Page 55
� i Tatum
Cnwre mare value.
Appendices
A. Secut-ity Review
B. The Cut-t-ent State of Technology Delivery
C. Futw-e IT State: What Friends►vood will be!
D. Example of published SLA between IT and usem
Friendswood Technology Strategic Plan Page 56