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

Email

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)

Upgrade Technical Environment (3)

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)

Implementation Schedule

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

Questions & Answers