Municipality of Chatham-Kent

Transcription

1 Municipality of Chatham-Kent IT Strategic Plan Authors: Michael Barron, Allan Evans, Paul J. Mackin, Debra Rimmer, Chad Robbins, Francis Roque Owner: Helen McLaren Creation Date: February 7, 2008 Version: Number V3.0

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3 Table of Contents 1. Executive Summary...1 MGCG s Approach...1 Current Situation ( As Is )...2 Strengths...2 Weaknesses/Opportunities...3 Comparison with Other Municipalities...5 Municipality of Chatham-Kent s Business Requirements...6 Target Technology Architecture...7 Action Plan...9 Quick Wins...9 Tactical Cycle One (Mar 08 Aug 09)...9 Tactical Cycle Two (Sept 09 Feb 11)...11 Tactical Cycle Three (Mar 11 Feb 13)...12 Summary Background...15 Terms of Reference...15 Scope and Deliverables...15 As Is Assessment / Immediate Opportunities...15 To Be Targets...15 Future Technology Direction...16 Future IT Structure and Governance...16 Other IT related items to be addressed...16 Deliverables As Is Situational Analysis...21 Introduction...21 Survey Results...21 Observations from Interviews...22 Application Infrastructure...24 Office Productivity Applications...26 Software Imaging Storage...26 CMiC Suite...27 Municipality of Chatham Kent 2008 IT Strategic Plan Page III

4 CKTraax...27 Help desk Issue Tracking...28 Citrix...28 Backup...28 Printer Installations...29 Asset Management / Inventory Software...30 Antivirus...30 PC Remote Access for Support...30 Windows Updates...31 Web Infrastructure...31 Website Design/Layout...31 Website Statistic Gathering...32 Web Server Infrastructure...32 Website Update Procedure and Training...32 Data Infrastructure...33 Database Environment...33 Network Infrastructure...35 Windows Server Versions...35 Network and Systems Monitoring...35 Network Topology...36 Network Cabling...37 VMWare Server...37 Directory Services Services...40 Server Environment...40 Wireless...40 Remote Access...41 Geographical Information Systems (GIS)...41 Radio Communications...42 SCADA...42 Voice Communications Infrastructure...43 Voice Communications...43 Operational Processes...44 Computer Re-rolls...44 Expired Computers...46 Network Security Policy...46 Business Processes...47 Policies and Procedures...47 The Municipality of Chatham-Kent Library...47 ITS Help desk Processes...48 Web Department...48 GIS Processes...48 Processes related to Applications...48 Municipality of Chatham Kent 2008 IT Strategic Plan Page IV

5 4.Information Technology in Other Municipalities...51 Technology and Authentication...51 Office Software...52 Security...52 Other Applications...54 Web and Collaboration...55 Geographic Information Systems (GIS)...55 Planning...56 Funding...56 Funding Model within Municipality of Chatham-Kent To Be Requirements...59 Introduction...59 Service-Oriented Architecture...59 Service Orientation...59 Starting position...62 Basic Service Requirements (Customer Service)...62 Business Requirements...63 Technical Standards...64 Applications...64 Network (all in place)...64 Web...64 Voice Communications...64 Applications Requirements...64 Concepts of Application Integration...65 Recommendations for Business Application Projects during Tactical Cycle # CMiC as the core Financial Application System...67 Architecture Requirements Analysis...68 High Level Information Systems & Communication Network Architecture...68 Required Application Matrix...68 Steps to Migrate to a Rational Infrastructure...78 Directory Services Environment...80 Systems Management Environment...83 Database Environment...84 Immediate Opportunities...86 Technology Refresh Policy...86 IT Steering Committee...86 Technology Best Practices and Initiatives within Municipalities...87 Municipality of Chatham Kent 2008 IT Strategic Plan Page V

6 Current Initiatives...87 Salary Comparisons Strategic Plan Rationale...89 Introduction...89 ITS Vision Statement...89 ITS Mission Statement...89 Opportunity Potential Action Plan Phased with Timelines and Costs...91 Tactical Cycle #1 Infrastructure Rationalization and Renewal...91 Budget for Tactical Cycle # Tactical Cycle #2 Security, Redundancy, Reliability Tactical Cycle #3 Realizing the Vision: Seamless Access and Communications.104 Budget for Tactical Cycle # Benefits from Executing the Strategic Plan Operations Changes Business Relationships Service Level Agreements Web/Portal Services Customer Support Changes Process Changes IT Governance Policies and Procedures Change Management Application Development Application Procurement Incident Management Guideline Disaster Recovery Planning Guidelines Security Provision of Funding for Business Areas Computer Replacement Summary of Recommendations Application Infrastructure Network Infrastructure Data Infrastructure Voice Communications Infrastructure Operational Review Municipality of Chatham Kent 2008 IT Strategic Plan Page VI

7 Business Processes Appendices...I Appendix A. Interviews...II Interview Lists... II Appendix B Existing Business Processes... IV Appendix C MISA Findings... VIII Office Software...VIII Technology Management...XI Key Applications 1...XIV Key Applications 2... XVII Appendix D - Website Statistics... XX Appendix E SWOT Analysis...XXI Organization and Governance IT within Business Areas...XXI Infrastructure IT within Business Areas...XXII Policies and Procedures IT within Business Areas...XXIII Physical Environment and Security IT within Business Areas... XXIV Appendix F Draft To Be Role Descriptions... XXV Job Summary...XXV Major Responsibilities... XXVI Appendix G Terminology Lexicon... XLVIII Tables Table 1 IT Strategic Plan Deliverables...17 Table 2 - and Authentication in other Municipalities...51 Table 3 Required Application Matrix...70 Table 4 - Recommendations for Application Enhancement...72 Table 5 Application and Database Relationships To Be...84 Table 6 Budget for Password Management and Mail Replacement...96 Municipality of Chatham Kent 2008 IT Strategic Plan Page VII

8 Table 7 Annual Savings from Mail Migration (to be redirected to technology life-cycle)...97 Table 8 Budget to Implement System Center Configuration Manager Server...97 Table 9 - Budget for Desktop Refresh...98 Table 10 PSAB Estimate of Funds that should be Allocated...98 Table 11 Summary Budget for Tactical Cycle # Table 12 Summary Budget for Tactical Cycle # Table 13 Summary Budget for Tactical Cycle Table 14 - Incident Management Components Table 15 - Incident Report Template Figures Figure 1 Migration of Architecture from As Is to To Be...8 Figure 2 - Availability, Enablement, Affordability Graphic...21 Figure 3 As Is" Infrastructure including connectors...25 Figure 4 Database Servers / Systems As Is...33 Figure 5 Application and Database Relationships As Is...34 Figure 6 /Directory Services Layout As Is...39 Figure 7 - Computer Re-rollouts Process...45 Figure 8 Service-Oriented Architecture Figure 9 Rational Infrastructure To Be Architecture...79 Figure 10 Directory Services Environment To Be Authentication...81 Figure 11 Directory Services Environment Active Directory Design To Be...82 Figure 12 Application and Database Relationships To Be...85 Figure 13 The 4 Dimensions of e-government...87 Municipality of Chatham Kent 2008 IT Strategic Plan Page VIII

9 Figure 14 Tactical Cycle #1 Project Schedule...91 Figure 15 Tactical Cycle #2 Schedule Figure 16 Tactical Cycle #3 Schedule Figure 17 - Governance Model Reporting Structure Figure 18 - Governance Model Internal Structure Figure 19 Website Statistics... XX Municipality of Chatham Kent 2008 IT Strategic Plan Page IX

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12 1. Executive Summary The Municipality of Chatham-Kent Information Technology Strategic Plan (ITSP) was commissioned by Corporate Services to develop the first technology roadmap for the Municipality since amalgamation. The report s structure was deliberately selected to explore a number of critical themes: 1. An As Is review of the existing IT infrastructure 2. A To Be Target Architecture for technology within the Municipality 3. The How to, a roadmap to allow the Municipality of Chatham-Kent to get from the As Is to the To Be This report presents a five year vision for Information Technology within the Municipality, including areas supported through technology service level agreements with outside or arms length organizations (i.e. CK PUC and CK Energy), which reviews the technological and informational services provided to all business areas of the municipal government as well as both the organization and governance of these services. The overall theme of the ITSP is Survival through Simplification, Stability and Sustainability. MGCG s Approach The approach taken by MGCG to develop Municipality of Chatham-Kent s IT Strategic Plan was as follows: 1. Review and document Current Situation ( As Is ) 2. Identify Requirements based on: a. Business Needs b. Resources (Staff, Funding, Infrastructure) 3. Define Gap between As Is and Requirements 4. Develop Action plan (Roadmap) with priorities clearly stated 5. Assign Timelines and Resources 6. Quantify Financial Implications The necessary information was compiled by: Interviewing identified stakeholders 1 including ITS staff, critical business stakeholders and political representatives to review level of client service: o o Current concerns and issues General level of satisfaction with Information Technology and the ITS department 1 Over 90 individuals were interviewed from all significant business areas, including every member of the ITS staff and Members of Council. Municipality of Chatham Kent 2008 IT Strategic Plan Page 1

13 o Priorities for technology within the Municipality an analysis of the relative importance of Availability, Enablement and Affordability o Requirements for current technology o Requirements for future technology Reviewing in detail (i) the existing infrastructure and (ii) support for Information Technology Services within the Municipality including: o Network and server infrastructure o Businesses processes o Design Rationale o Licensing o Backups and recovery o Staffing levels and organizational structure o Maintenance costs of existing infrastructure o Current applications including those used by ITS and the various business areas of the Municipality o Comparing the As Is with industry standards and best practices, i.e., comparing the technology currently deployed within Chatham-Kent to current and emerging industry trends Based on the findings, requirements were determined (or formalized 2 ), and categorized as follows: Quality of Client Service Applications and data to support Chatham-Kent s business goals Appropriate infrastructure, technology, operational models, business processes, ITS organizational structure and IT Governance to support and deliver IT within the Municipality Subsequently, a roadmap was developed indicating what needs to be done and when, again based on business priorities. Finally, estimated costs and resources were assigned. This roadmap, complete with activities, timelines, resources and costs, constitutes Chatham-Kent s IT Strategic Plan for the next 5 years. Current Situation ( As Is ) As the project progressed, the following overall theme for the IT Strategic Plan developed: Survival through simplification, stability and sustainability. 2 Key to this process was the establishment of vision, mission, goals and objectives for IT within Chatham-Kent. These are described later. Municipality of Chatham Kent 2008 IT Strategic Plan Page 2

14 A detailed description of the Municipality s current situation ( As Is ) is shown later in the report. In summary, the strengths and weaknesses, as they relate to IT throughout the Municipality, are shown below. Strengths 1. Client Service a. Current services are being delivered in a consistent manner b. Service requests are being carried out in a timely manner c. User problems are being dealt with in a timely manner 2. Applications and Data a. Current applications are being supported b. Current applications enable the Municipality to fulfill its basic business objectives c. Users are generally accepting of the use of technology 3. Infrastructure a. The Infrastructure is supportable b. Members of the ITS Staff are generally well liked by users in the business areas c. The ITS Staff are dedicated to Keeping the Lights On d. ITS Staff are technically competent with the As Is environment e. ITS Staff are extremely cost-conscious and are advocates for responsible spending f. ITS is skilled at forming partnerships with outside organizations and accessing funding opportunities g. Some corporate IT policies are documented and operational h. Physical Security is in place i. A life-cycle program is in place for some hardware 4. Business Areas a. Services are available b. Some corporate policies are documented and in place c. Users are generally accepting of the use of technology d. Adequate physical security (locks on doors, alarm systems, etc), appears to be in place e. Business specific technological infrastructure operates Weaknesses/Opportunities All organizations have weaknesses and opportunities for improvement. It is important to identify and address them as, through that process, the weaknesses are minimized or eliminated. Municipality of Chatham Kent 2008 IT Strategic Plan Page 3

15 1. Client Service a. Communication between business units and ITS is weak. Business units often make decisions relating to IT internally and without soliciting input from ITS, and ITS sometimes does not effectively communicate the impact to the business units of decisions made by ITS 3. Technical communications to the users are often complex and not fully comprehended by less technically qualified staff b. The web is perceived by users as difficult to navigate and inflexible to modify c. The Help desk process for issue escalation is sometimes inconsistent without a clear mechanism for solution identification and issue resolution d. Within the business areas there appears to be a lack of understanding of the role of ITS 2. Applications and Data a. Applications are typically standalone and integration is limited. While there are areas where technology could greatly improve municipal performance, the standalone or fragmented nature of the deployed infrastructure does not allow for integration or a central data repository b. There are many standalone databases satisfying the single needs of specific departments. This generates duplicate instances of the same data introducing errors, duplicate data entry and excessive support requirements c. There is no formal technology roadmap d. The architecture approach of the Municipality to date has been technology-focused rather than service-focused e. Different versions of the same application are in use within different business areas f. The web application is 5 years old and its functionality and contents need upgrading 3. Infrastructure a. The current user authentication procedure is complex and does not provide some of the advanced security and features offered by modern directory service environments. Further the current solutions are costly to maintain and not sustainable in the long term b. There are several hundred computers older than maximum acceptable age according to municipal and council approved policy c. Some of the tools that support the infrastructure are outdated and should be upgraded 3 An example is when a recent password synchronization policy was introduced, some users did not understand details of its implementation resulting in delays in logging in and consequent delays in their day to day activities Municipality of Chatham Kent 2008 IT Strategic Plan Page 4

16 d. The current replacement policy for desktop computers is excessively labour-intensive and the effort necessary to make it work is often greater that the cost of replacement e. The base communications Infrastructure is outdated and cumbersome to support i. Data Network ii. System iii. Telephone System f. The standards defined for physical IT security are not universally applied across all Municipality sites g. While some policies are in place, a full set of IT policies has not been developed h. The ITS organization, while well managed at the senior level, is lacking in skills and/or experience in middle-management, and is understaffed compared to other similarly sized municipalities, given the infrastructure and applications they must maintain. Further, this group is structured in such a manner that is more reflective of the amalgamation legacy than of the effective delivery of technology and information services i. There are some key gaps in the skill levels of front line IT personnel as they relate to the To Be requirements j. There is a perception among non-its staff and political representatives that the infrastructure is a Cadillac solution. This perception is not correct. k. Different Municipality sites often apply different standards. There is no common across-the-board set of standards l. There is no life-cycle management replacement strategy in place for the telephony systems 4. Business Areas a. Lack of understanding of the role of ITS within internal department projects and initiatives b. Preference for stand alone or silo applications to fill an immediate need c. IT policies, such as technology lifecycle of hardware, often lacking or not adhered to d. User skills gaps e. Lack of support for common technological standards f. There is a possibility that CK Energy might develop its own IT support organization (although it will require additional GIS support from ITS). Some of the supported organizations do not adhere to IT corporate standards for technology selection, purchasing or management 5. Corporate Governance a. The assignment of strategic direction relating to IT assets and resources, is not clearly defined or formalized Municipality of Chatham Kent 2008 IT Strategic Plan Page 5

17 b. Communication between the ITS group and business areas is not effective and no one authority source is in place with ownership for the technology roadmap of the Municipality Comparison with Other Municipalities There is no clear consistency between different municipalities with respect to technology selection or organizational structures. Many appear to have somewhat fragmented infrastructures that result from amalgamations, and they are faced with similar issues to those of the Municipality of Chatham-Kent. With respect to future strategic direction, however, a number of common initiatives are underway, although the emphasis varies according to each municipality: 1. Electronic Service Delivery to provide equitable and affordable access by the community to a wide range of services and content. Attributes of this capability include: a. High degree of responsiveness b. Anytime, anywhere, anyhow services c. A high degree of system responsiveness d. Increased use of both web and voice services e. New channels for citizen engagement f. Recognition and adherence to privacy and security requirements 2. Streamlining of Internal Operations a. Industry-standard and current operating infrastructure b. Drive to increase business effectiveness utilizing IT c. Increased network and data security d. Standardized and integrated central applications e. Minimization (with the goal of eventual elimination) of ad-hoc departmental, single purpose databases f. A formal project management and system life-cycle approach to the development and support of new services 3. Reform in the Operational Practices of Municipalities a. The development of practices that improve the physical safety of personnel and create a healthy working environment b. Procedural changes i.e. the critical review of existing procedures that may be being carried out solely because of an outdated legacy requirement c. Increased effectiveness and transparency d. Collaboration with other municipalities or other organizations to share expertise and resources Municipality of Chatham Kent 2008 IT Strategic Plan Page 6

18 Municipality of Chatham-Kent s Business Requirements Vision and Mission Statement for IT within the Municipality The focus for the To Be vision is one of service orientation. The ITS group should be the sole provider of technology and information services across the entire municipal organization but those services must be aligned with business area requirements. The information technology architecture should be reflective of this service orientation. Vision Statement: Information Technology Services will provide the citizens of the Municipality of Chatham-Kent with the information and communications services, relating to the Municipality, to support them in achieving their goals and to enhance their quality of life. Mission Statement: To improve the performance of the staff of the Municipality of Chatham-Kent and provide access to information and services to its citizens through the use of appropriate technology. Goals and Objectives to Meet Business Requirements 1. The current infrastructure is unnecessarily complex and should be simplified to (i) reduce costs and (ii) assist the sustainability of IT operations 2. IT is somewhat fragmented, with silos of technology, multiple databases, stand alone applications and stand alone technology projects. The organization should move to a more integrated approach 3. IT governance within the Municipality should be centralized, and empowered to enforce policy 4. The ITS organization should be restructured to support partnership with business areas 5. IT does not have a formal technology roadmap describing acceptable technology, integration objectives, retirement strategies etc. This document represents the first technology roadmap since amalgamation and should be maintained, administered by an IT Steering Committee, and communicated across the organization 6. The Municipality of Chatham-Kent must review technology options for a consolidated Service-Oriented Architecture with the following key elements a. Common Data Architecture with common standards for database b. Web based systems, particularly those developed in house, to support all business areas c. A municipality wide Enterprise Resource Planning system particularly with respect to the suitability of CMiC or Hansen as an ERP and replacement of tax system, the selection of a replacement or alternatively, the development of an Enterprise Integration Architecture to integrate formerly stand-alone systems d. Common standards for all Geo-Spatial data with an emphasis on GIS as a core technology for the Municipality Municipality of Chatham Kent 2008 IT Strategic Plan Page 7

19 Target Technology Architecture The target architecture for the Municipality of Chatham-Kent should be developed with 2 main objectives: It should be service-oriented, i.e., developed and evolved as an architecture that provides a high level of customer service, and be robust, highly available, secure, responsive, integrated, and flexible It should be simple, i.e. easy to maintain, easy to grow, easy to use, current and industry-standard The proposed architecture shown in the main body of this plan incorporates the following: 1. Authentication is simplified 2. Standalone and Isolated Databases are rationalized into a central database 3. Technology is integrated 4. Industry-standard technologies are deployed The following Figure shows the proposed simplification of the infrastructure. Municipality of Chatham Kent 2008 IT Strategic Plan Page 8

20 Figure 1 Migration of Architecture from As Is to To Be Five year plan Municipality of Chatham Kent 2008 IT Strategic Plan Page 9

21 Action Plan To realize this vision, a 5-year plan has been developed, comprising 3 tactical cycles, preceded by the implementation of some Quick Wins : Tactical Cycle Duration From/To Tactical Cycle 1 18 months Mar 2008 Aug 2009 Tactical Cycle 2 18 months Sept 2009 Feb 2011 Tactical Cycle 3 24 months Mar 2011 Feb 2013 Note: this is a high level roadmap and is contingent upon development of appropriate work plans as well as allocation of budget and resources Quick Wins The following immediate steps will go some way to improving day to day operations within the ITS group and position it well for delivering the contents of the strategic plan: 1. Realign the currently vacant Local Systems Support position as a Network and Security Analyst and fill that role 2. Ensure the Database staff roles have both SQL Server and Oracle skills 3. Work with the Municipality s computer supplier to develop a base image for all new PC orders. This image will be further enhanced as part of Tactical Cycle 1 4. The IT Strategic Plan Steering Committee should be temporarily recast as the acting IT Steering Committee pending the formation of a permanent committee 5. ITS and the acting IT Steering Committee should immediately adopt the technology purchase and technology development standards policies, publish them and review all ongoing projects and initiatives for adherence to those policies 6. Stop all computer rerolls, the practice of issuing new computers to power users and cascading older machines to other users Tactical Cycle One (Mar 08 Aug 09) Tactical Cycle One prepares the base infrastructure to support many of the initiatives required as the Strategic Plan unfolds. It is important to note that, with the exception of the departmental restructuring and the governance initiatives, (which were part of the specific mandate of this plan), all other initiatives relating to Tactical Cycle One have Municipality of Chatham Kent 2008 IT Strategic Plan Page 10

22 been recommendations by existing ITS management, or subject to policy by the existing technology life cycle. Implementation of these recommendations are (correctly), recognized by present ITS management as foundation initiatives that will allow the municipality to move forward technologically. This plan confirms and endorses this view. Tasks Initially in Tactical Cycle One, effort should be put into place in a number of basic areas: 1. The ITS department will be reorganized: Structure will be based on two functional areas, rather than the current four, reflecting a focus on Information Services and Technology Services Several roles will be modified to align with the restructuring of the department Two new Business Analysts roles will be added to provide business units technology representation within ITS. These Business Analysts 4 will have responsibility for GIS and Business Applications 2. An IT Steering Committee will be created to be the owner of the IT Strategic Plan, and the Chair will report to the CAO. It may be that the municipality will choose some mechanism for reporting and or advisory involvement by the office of the Mayor, although this is not a common municipal IT practice 3. Existing computer and network communications infrastructure will be updated. This will: Simplify the authentication infrastructure for the Municipality Update and simplify the system Refresh desktop technology to provide access to the new infrastructure and tools and ensure adherence to the technology policies already in place in the Municipality Provide enhanced functionality and therefore user effectiveness through the Office 2007 upgrade Provide training of all users in Office 2007, and the new system It is estimated that operational costs of $140, per year can be redeployed to the proactive management of the currently underfunded technology lifecycle starting in A streamlined process for managing desktop images 5 will be introduced 4 The role of the business analysts is further described in the Appendix 5 This refers to the standard package of operating and application software that is installed on the computers of all Chatham-Kent users Municipality of Chatham Kent 2008 IT Strategic Plan Page 11

23 5. The website will be redesigned and a web advisory group created 6. Standards for network infrastructure will be developed and a redesigned data network across the entire municipality will be created 7. A disaster recovery simulation will be carried out to understand the data and operational vulnerabilities. (This will take place after the technology refresh has been completed) Financial Implications There are limited new costs for ITS in the plan for 2008, as most of the planned projects are covered by existing lifecycle or reserve dollars. New costs will however be incurred in 2009 to fulfill the addition of two business analyst roles in the ITS reorganization 6. Project costs are estimated as follows: Project Cost Comments ITS Re-Organization Realignments: TBD New Roles: $175,895 Addition of 2 Business Analyst roles, to be considered in 2009 Novell/Lotus Retirement $270,000 Existing ITS reserve funds. Savings will be $140,000 per year to be directed to lifecycle Technology Refresh $1,309,000 Existing reserve funds. As of this project, rerolls will cease and imaging will be simplified SharePoint/Web Redesign Network technology standards developed and network redesign Disaster Recovery Simulation Other known business area projects $300,000 Existing ITS reserve dollars to launch basic SharePoint infrastructure and strike web redesign committee $127,000 Consulting services to establish appropriate standards for network technology and network upgrade equipment. (Budget will be requested for 2009) $20,000 Consulting Services and internal resources (2009 Budget) TBD PSAB (Asset Management) CKTraax Public Works Work Management Immigration Portal Project Management Office Support Software Cultural Mapping Municipality of Chatham Kent 2008 IT Strategic Plan Page 12

24 Tactical Cycle Two (Sept 09 Feb 11) Tasks Tactical Cycle Two will continue the process of infrastructure improvement and will ensure that efficiency and survivability are key elements of the systems in place at the Municipality. The projects include: 1. Infrastructure upgrades 2. Development of a network security architecture 3. Expansion of Web to include an Intranet for knowledge and document management 4. Development of a business systems architecture or replacement technology, based around (i) Financial System (CMiC) and (ii) the Tax System (MAS) 5. Development of an IT Disaster Recovery Plan Financial Implications The 2009 and 2010 budgets will require new dollars to fund infrastructure changes in the latter part of Tactical Cycle #2, namely: Project Cost Comments Infrastructure Hardening - planning Development and deployment of Network Security Architecture Development and Testing of an IT Disaster Recovery Plan Planning: $25,000 Implementation: $150,000 Consulting funds to specify project for switch replacement, server consolidation and backup rationalization. Initial Blade systems and SAN purchase, followed by Life Cycle dollars for ongoing growth $50,000 External consulting supplementing internal resources $150,000 External Consultants Network Security Audit $30,000 External Audit Expansion of SharePoint Portal for corporate Intranet $50,000 Mostly internal resources with some additional hardware and consulting services Municipality of Chatham Kent 2008 IT Strategic Plan Page 13

25 Review of CMiC, Hansen and Tax Applications Replacement of CMiC or instantiation of EAI and replacement of tax application $100,000 Majority internal resources, supported by vendors and consultants Price Range: $500K - $2M Cost variable depending on solution selected. Minimal CMiC expansion, or EAI deployment would be low end, total CMiC replacement would be high end Tactical Cycle Three (Mar 11 Feb 13) Tasks The third tactical cycle, beginning in 2011, will require some more significant projects that cannot be undertaken until the base infrastructure is upgraded ( ). The major projects for Tactical Cycle Three include: 1. New phone system. The current phone systems are obsolete and require replacement. Upgrades are not an advisable option as the parts for the phone systems in place are no longer manufactured and can only be procured on the Grey Market. A new, municipal wide phone system, based on Voice over Internet Protocol technology, should be implemented within the life cycle of this strategic plan 2. Critical to migrating the current infrastructure to a service-oriented architecture is the development of a rational data architecture based on Microsoft and Oracle standards which are currently in place and need to be enforced. This project will also lead to the development of an integrated data warehouse comprising data systems, GIS, corporate applications and the web 3. The development of a corporate knowledge portal on the web which leverages both the data warehouse and documented business processes Financial Implications The costs for the new phone system are significant and represent the largest ticket item that can be currently planned with any certainty. Operational costs can be recovered by the simplification of the phone system but the choice of not replacing it is not an option. Municipality of Chatham Kent 2008 IT Strategic Plan Page 14

26 Project Cost Comments New phone system $2.6 to $3.9M Existing phone system is past end of life and kept alive through concerted effort and spare parts purchase on grey market. Estimate based on $2000-$3000 per telset including associated infrastructure and possible re-wiring Implementation of Data Architecture and Data Warehouse Planning: $85K, Cost: $1,500,000 This major corporate initiative will require internal resources and business area supported by consultants. Business case will be contingent on quality of data and ease of migration and cleansing Corporate Knowledge Portal $50,000 Majority internal resources supported by consulting Document Management $100,000 Based on current technology standards and costs for SharePoint extensions Summary The work that needs to be done within the IT Strategic plan is substantial, but its purpose is simple Survival through simplification, stability and sustainability. The IT infrastructure should be migrated from a keep it working approach to a how can we be more efficient, improve the effectiveness of our staff, and enhance the services we provide to our citizens (as described in the initiatives being developed by other municipalities) approach. The three tactical cycles address the following major areas: Improving service to staff and the citizen of the Municipality of Chatham-Kent Integrating applications and rationalizing data Creating a network, hardware and software infrastructure that is integrated, robust, secure, easy to maintain and upgrade, current, and feature-rich Through formal, and regular IT governance, maintaining an organization structure that is aligned with the Municipality s business goals, is skilled in the deployment of the installed technology, operates to defined policies and standards and has formal communications channels with the business areas throughout the organization Initial funding requirements for the plan are modest and the Year One proposals should be adopted immediately. With the formation of the IT Steering Committee, the Municipality of Chatham Kent 2008 IT Strategic Plan Page 15

27 roadmap will have an owner who is empowered to ensure its implementation. In summary the total known investment over the 5 year strategic plan is estimated at $7.6M to $10.4M. The authors of the report will review the plan annually with the IT Steering Committee. This body will also be responsible for ensuring that the plan becomes a living document, i.e., is reviewed regularly and is updated to reflect changes in the Municipality of Chatham-Kent s business and operating environment. This plan affects all business units and has a considerable impact across the entire Municipality, with particular emphasis on ITS. However, the goals of the plan are achievable, and necessary. The timelines outlined in the initial roadmap are aggressive and are contingent on budgets, staffing and the completion of a detailed work plan. Council is recommended to adopt it and, through the IT Steering Committee, empower all municipal staff to commit to it, and deliver on it. Municipality of Chatham Kent 2008 IT Strategic Plan Page 16

28 2.Background Terms of Reference The Municipality of Chatham-Kent has requested Proposals for the development of a detailed, five-year Information Technology Strategic Plan (ITSP). The primary goal of the ITSP is to ensure that the Municipality can leverage its current technology investments as well as get maximum value on future technology investments while optimizing the Municipality s ability to meet and enhance customer service. Scope and Deliverables The scope of the plan includes all functional areas of the Municipality and involves interviews with all areas. Approximately 90 people were interviewed either individually or in logical groups. The Municipality requires a comprehensive report that documents the best utilization of the existing technology infrastructure and resources to accomplish its technology related services and, where required, clearly indicates future expenditures and resource needs/requirements. The Plan will establish strategic directions and priorities that will guide IT investments over the next five years. This ITSP must be mapped to the Municipalities current Community and Corporate Strategic plans wherever possible. Costs associated with any recommendation must be inclusive of all capital costs as well as ongoing operating costs and resources required. Estimates of tangible and intangible benefits related to all recommendations must be provided and qualified. The Municipality has directed that the final Strategic plan be completed, including final presentations and approvals, by February, The ITSP will be broken out into major components; the components outlined below are not necessarily all inclusive but are considered essential to the ITSP. As Is Assessment / Immediate Opportunities This was carried out by research and interview with ITS and other staff; the assessment identifies areas of strength as well as areas of immediate opportunity. Deliverables are in the form of documented recommendations to improve levels of service and maintain those levels as demand from staff and citizens increase. This review considers not just Municipality of Chatham Kent 2008 IT Strategic Plan Page 17

29 the physical architecture components and environments but also the processes to establish, enhance and sustain them. To Be Targets Estimated costs and benefits, associated with any recommendation, are incorporated and include all capital costs as well as sustainment (opex) costs such as maintenance and resources. Future Technology Direction This document provides the necessary research, based upon emerging technologies, IT trends and best practices from the public and private sectors, to formulate recommendations on how the Municipality needs to position itself for the future and to get the best return on its technology investments over the coming years, by: 1. Improving and simplifying its technology environment through options such as: a. System / application integration b. replacement of current applications c. changes to the WAN d. a phased approach that will be financially digestible and business case driven e. other recommendations e.g. VoIP 2. Prioritizing and aligning a series of projects (phases) Key deliverables for this section include: 1. High level data/application architecture map (interdependency diagram) to show a simplified model of today s IT environment 2. A documented phased approach to achieving the ultimate to-be environment (gap analysis). It is recognized that this may very well go beyond a 5 year window 3. Rationalized operating and capital technology expenditures, resource needs and paths by year, for the next five years Future IT Structure and Governance This document includes recommendations regarding long term planning against the topics below. The structure of the IT Department A governance model that supports the phased project approach to migrate from the as is to the to-be environments. This includes identifying the framework in which IT projects are identified, prioritized, implemented and controlled, as well as the overall role of IT within the organization and the associated responsibilities and staffing requirements Municipality of Chatham Kent 2008 IT Strategic Plan Page 18

30 Recommendations are supported with benefits and/or business requirements statements. Other IT related items to be addressed Other items required throughout the course of the development of the Municipality of Chatham-Kent IT Strategic plan include: Policy regarding the purchasing of technology, when is a business case required and what that business case should look like (p. 116) A vision statement for the IT Department (p. 89) Recommendations on training and investing in staff (including succession planning) (App. F) Risk assessment regarding a business continuity/disaster recovery plan (p. 122) A model for properly evaluating potential IT staff (App. F ) Client feedback on IT performance and how ITS can increase Customer Service (internal and external) (p.22) Recommendations for specific business areas to ensure that technology is utilized to streamline business processes (Referenced throughout body of document) Policy and processes around offsite backups utilizing the WAN infrastructure (p. 28) Recommended hardware and software lifecycles (pc s, laptops, servers) (p. 93) Recommended approach to achieve network connectivity at all sites (share information, common drive access) (p. 32, 36, 59, and 91) Deliverables The assessment will include, but not be limited to, the following deliverables: Table 1 IT Strategic Plan Deliverables Deliverable Section(s) Change Management Customer Support Change Management Security Network Security...46 Tactical Cycle #2 Security, Redundancy, Reliability Security Data Warehousing Required Application Matrix...69 Budgets - Years Web-portal / E Services Web Infrastructure...31 Municipality of Chatham Kent 2008 IT Strategic Plan Page 19

31 Deliverable Section(s) Web Department...48 Technical Standards...64 Tactical Cycle #1 Infrastructure Rationalization and Renewal...91 Budget for Password Management and Mail Replacement...96 Web/Portal Services Security Website Statistics... XX A high level data/application architecture map (interdependency diagram) to assist in identifying areas of recommended integration and areas of duplication with the current technology/ application portfolio Recommendations for improving business processes related to current and future applications are required. This will include identification of immediate opportunities to better leverage current applications i.e. operate more consistently throughout the Municipality. Process improvement recommendations regarding projects and day to day work within IT. Asset Management (PSAB 3150) Project and project Portfolio Management Operational policies and procedures including records and knowledge management requirements "As Is" Infrastructure including connectors...25 Business Processes...47 Summary of Recommendations: Business Processes ITS Triage Process... IV Process Changes Asset Management / Inventory Software...30 Tactical Cycle #1 Infrastructure Rationalization and Renewal...91 Policies and Procedures... 47, 113 Policies and Procedures IT within Business Areas...XXIII Areas of opportunity for improvements. Opportunity Analysis - 5 Year...87 Comparison of the Chatham-Kent IT Salary Comparison...88 Department with other municipalities that are offering similar levels of service regarding staff complement and compensation rates Comparison of the Municipality of Best Practices and Initiatives within Chatham-Kent IT Department with other Municipalities...87 Municipality of Chatham Kent 2008 IT Strategic Plan Page 20

32 Deliverable Section(s) municipalities that are offering similar levels of service regarding supported users Comparison of the Municipality of Chatham-Kent IT Department with other municipalities that are offering similar levels of service regarding number of sites supported Comparison of the Municipality of Chatham-Kent IT Department with other municipalities that are offering similar levels of service regarding complexity and number of applications Comparison of the Chatham-Kent IT Department with other municipalities that are offering similar levels of service regarding number of business units supported Comparison of the Chatham-Kent IT Department with other municipalities that are offering similar levels of service regarding annual capital and operating expenditures Customer relations management review A Strength, Weakness, Opportunities and Threats (SWOT) analysis of Chatham- Kent s IT environment identifying opportunities for improvements as well as a comparison with other relevant (single tier) Municipalities. Hardware WAN configuration Voice communications architecture including radio Improving and simplifying its technology environment through options such as system / application integration Improving and simplifying its technology environment through options such as replacement of current applications Best Practices and Initiatives within Municipalities...87 Best Practices and Initiatives within Municipalities...87 Best Practices and Initiatives within Municipalities...87 Best Practices and Initiatives within Municipalities...87 CKTraax...27 Customer Support Changes SWOT Analysis IT within Business AreasXXI Network Topology...36 Network Topology...36 Voice Communications Infrastructure.43 High Level Information Systems & Communication Network Architecture...68 Summary of Recommendations: Application Infrastructure Architecture Requirements Analysis...68 Summary of Recommendations: Application Infrastructure Municipality of Chatham Kent 2008 IT Strategic Plan Page 21

33 Deliverable Section(s) Improving and simplifying its technology environment through options such as changes to the WAN Improving and simplifying its technology environment through options such as a phased approach that will be financially digestible and business case driven Improving and simplifying its technology environment through options such as other recommendations e.g. VOIP Prioritizing and aligning a series of projects (phases). High level data/application architecture map (interdependency diagram) to show a simplified model of today s IT environment. A documented phased approach to achieving the ultimate to-be environment (gap analysis). It is recognized that this may very well go beyond a 5 year window. Rationalized operating and capital technology expenditures, resource needs and paths by year, for the next five years. This document will include recommendations regarding long term planning concerning the structure of the IT Department This document will include recommendations regarding long term planning concerning a governance model that will support the phased project approach to getting from the as is to the to-be environments. This will include identifying the framework in which IT projects are identified, Technical Standards...64 Summary of Recommendations: Network Infrastructure Tactical Cycle #1 Infrastructure Rationalization and Renewal...91 Tactical Cycle #2 Security, Redundancy, Reliability Tactical Cycle #3 Realizing the vision: Seamless Access and Communications Technical Standards...64 Summary of Recommendations: Network Infrastructure Opportunity Analysis - 5 Year...89 "As Is" Infrastructure including connectors...25 Opportunity Analysis - 5 Year...89 Opportunity Analysis - 5 Year...89 Tactical Cycle #1 Infrastructure Rationalization and Renewal...91 Governance Municipality of Chatham Kent 2008 IT Strategic Plan Page 22

34 Deliverable Section(s) prioritized, implemented and controlled, as well as the overall role of IT within the organization and the associated responsibilities and staffing requirements. Policy regarding the purchasing of Policies and Procedures... 47, 113 technology, when is a business case required and what that business case should look like. A vision statement for the IT Department. Vision Statement for ITS...89 Recommendations on training and investing in staff (including succession planning). Risk assessment regarding a business continuity/disaster recovery plan. A model for properly evaluating incoming IT staffing. Client feedback on IT performance and how ITS can increase Customer Service (internal and external). Recommendations, for specific business areas, that ensure technology is utilized to streamline business processes. Recommended hardware and software lifecycles (pc s, laptops, servers). Recommended approach to achieve network connectivity at all sites (share information, common drive access). Tactical Cycle #1 Infrastructure Rationalization and Renewal...91 Disaster Recovery Planning Guidelines122 Observations from Interviews Appendix F Observations from Interviews Appendix F Asset Management / Inventory Software...30 Geographical Information Systems (GIS)...41 Tactical Cycle #1 Infrastructure Rationalization and Renewal...91 Tactical Cycle #2 Security, Redundancy, Reliability Tactical Cycle #3 Realizing the vision: Seamless Access and Communications Technology Refresh Policy...84 Service-Oriented Architecture...59 Tactical Cycle #1 Infrastructure Rationalization and Renewal...91 Municipality of Chatham Kent 2008 IT Strategic Plan Page 23

35 3. As Is Situational Analysis Introduction The following sections provide details on the current state at the Municipality of Chatham-Kent pertaining to Information Systems and Communications Networks. MGCG conducted interviews with 91individuals representing Management, Staff, and Members of Council. Of those interviewed, 63 were surveyed on technological priorities for them and their teams. The interview list is shown in Appendix A. Survey Results The survey measures how the Municipality of Chatham-Kent values key decision drivers when making technology investment decisions. The following graphic (Figure 2 - Availability, Enablement, Affordability Graphic) summarizes the survey results for both Chatham-Kent employees and management. Figure 2 - Availability, Enablement, Affordability Graphic Municipality of Chatham Kent 2008 IT Strategic Plan Page 24