Investing in Your City s IT Infrastructure

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1 By Julia Pulidindi and J.D. Hammond Investing in Your City s IT Infrastructure A Joint Publication by the National League of Cities and the Public Technology Institute Cities across the country are experimenting with the development of data capturing devices and the increased availability of data being presented in new and creative ways. From a municipal perspective, this information can have a profound impact on the way local governments provide services and govern their communities. In order to make the most effective use of this information, cities are making huge investments in their information technology (IT) infrastructure. The IT tools cities are using range from cloud computing, to municipal Wi-Fi networks, to handheld devices for a variety of applications, to software programs that better inform decision-making processes. The examples in this brief show how cities are working to expand or update their technological infrastructure through these methods and are reducing costs and increasing efficiency in addition to ultimately meeting their communities needs. Using Remote Online Services for Messaging and Productivity Carlsbad, California Population: 107,000 Contact: Gordon Peterson, Director of Information Technology, City of Carlsbad, (760) , gordon.peterson@carlsbadca.gov The City of Carlsbad, near San Diego, employs more than 1,000 people to provide governance services to nearly 100,000 residents. Faced with an aging IT infrastructure and state and local budget limitations, Carlsbad chose to move many of its online services to a cloud computing solution provided by Microsoft in Cloud computing creates a more stable user experience, as access to computer applications and services are managed from a remote location that is less susceptible to the problems of an on-site server. The service the city uses provides a suite of secure programs and productivity applications hosted remotely and available 24 hours a day, for a per-user fee. The service has realized annual savings of 40 percent over Carlsbad s previous on-premises IT infrastructure, increased productivity and improved the city s flexibility in resource allocation and dealing with strategic needs. Another component that is managed through cloud computing is the city s website, which is becoming an increasingly valuable tool for providing information and services to the public. The city's 2008 public opinion survey showed that nearly 25 percent of residents use the city website to get information about the city, a full 17 percentage points higher than the next most cited source of information. The average number of hits per day to the city's website has increased from 24,064 in 2007 to 36,891 for the same time period in 2009, a more than 50 percent increase. The cloud system allows the city to easily add more online services and interactive features, which are able to meet the constituency s ever-changing needs.

2 National League of Cities City Practice Brief Citywide Municipal Wi-Fi Network Rock Hill, South Carolina Population: 69,210 Contact: James G. Bagley, Jr., PE, Assistant City Manager, City of Rock Hill, (803) , Rock Hill, a fast-growing city south of Charlotte, North Carolina, required a scalable communications solution to automatically read utility meters. Automated meter readings would result in improved accuracy for its residents and reduced costs and hazards for the city and its employees. Originally proposed as an advanced metering infrastructure (AMI) system, the concept grew from a municipal Wi-Fi system restricted to city employees into the largest system of its kind in the South, covering utilities, emergency services, residents and tourists in an area larger than the city s corporate borders. When the city first proposed the project, municipal employees across many departments were asked to participate in brainstorming sessions about the possibility of broadband wireless Internet streaming throughout Rock Hill and how it might change or improve their work. While many of the productivity improvements were difficult to quantify, installing the $3.5 million Wi-Fi system would allow these, while providing tangible and quantitative savings to municipal utility services through the transition to AMI. The city created an RFP detailing the possibility of revenue generation by way of advertising, operating as an ISP for non-city users, and contracting analytical services to read utility meters automatically for other municipalities. Ultimately, the system was financed through two 10-year private agreements. Contracts were approved in late 2006, and the system went online two years later, in December Rock Hill s municipal Wi-Fi system is unique among many municipalities not only in the size of the system but in also in its breadth of unique applications and services. Police officers make significant use of the system to research and file reports in the field or remotely, as well as to stream video during incidents from police vehicles and CCTV systems to a centralized monitoring center for analysis. It allows the fire department to monitor fires and analyze building and water schematics while in transit, saving time and avoiding casualties. It has improved the efficiency and transparency of public-works projects, allowing utility workers and city residents to develop see-click-fix GIS surveys of problem areas and work orders. Beyond this, residents have been able to take advantage of public Internet access throughout the city s system of public parks and recreation areas, attracting tourists and reducing vandalism. While remaining a significant initial investment, a citywide public Wi-Fi system has realized broad internal efficiencies for governance throughout the City of Rock Hill, improving customer service and conserving use of public resources. As the breadth and popularity of its applications grow among municipal employees and public users, the city is set to recoup this investment and deliver better and more effective governance throughout its continuing growth. The city of Rock Hill received an honorable mention in the Government Finance Officers Association s 2010 Awards for Excellence for its municipal Wi-Fi program. 2

3 Investing in Your City s IT Infrastructure MOTOMESH Network Plano, Texas Population: 273,613 Contact: David Stephens, Director, Technology Services, City of Plano, (972) , davidste@plano.gov In 2007, the City of Plano deployed a multi-use wireless network called MOTOMESH to deliver city services. MOTOMESH was originally designed for use as a public safety WiFi network but was later adapted for use by other departments, such as fire, facilities management, transportation engineering, parks and recreation and customer and utility services. Covering more than 72 square miles, this wireless network is one of the largest functional U.S. municipal WiFi networks, providing wireless services to all city employees. For public safety, the network allows police officers to stay in the field longer and upload their reports wirelessly. They are also able to access crime data and other useful information while in the field. The ability to access multiple data sources in the field has proved extremely beneficial for the police department in solving several cases. The parks and recreation department has enabled the management of its irrigation system using the mesh network. This has decreased both the amount of time required to control the irrigation systems throughout the city and the amount of water consumed. The parks department has also extended the physical network to remote and seasonal locations, reducing its need for external telecommunications cabling. The customer and utility services department uses the network as a backhaul for its automated water meter reading application. Not only has this increased the reliability and frequency of the meter readings, it allows real-time reading for staff and residents. The network supports work in various other departments, including traffic control, building inspections and facilities management. The city has plans to further expand the network, which would increase the number of applications available for departments and allow the school systems to access it. Handheld Computers for Maintenance Management Santa Monica, California Population: 87,563 Contact: Jory Wolf, Chief Information Officer, City of Santa Monica Information Systems Division, (310) , jory.wolf@smgov.net Service requests to the City of Santa Monica maintenance shops had been handled in the same manner for decades: a requester would place a phone call or send a written request to the maintenance supervisor who would forward it to a staff assistant for entry into a tracking database. Every morning, tradesmen would receive a stack of paper work orders detailing their jobs for the day. Changes would be communicated over the radio or when they returned to the shop for lunch. When each job was completed, the tradesmen would complete each work order and return them all at the end of the day. Completed work orders were updated in the tracking database by clerical staff during the ensuing days or weeks. Two problems with this approach were apparent. For one, requesters had long complained that it was difficult to get information on the status of their work requests. It was almost impossible to determine when a job would be assigned, information about complications and changes could only be determined by finding and speaking to the tradesman personally and formal completion could not normally be ascertained until some weeks after the job was actually finished. The second problem arose as the city 3

4 National League of Cities City Practice Brief began planning for anticipated budget reductions in response to an anticipated decline in revenue. The Maintenance Management Division, like most city organizations, looked to technology for ways to streamline operations. The division is now using handheld PDA and tablet computers to connect through a cellular network. Tradesmen are dispatched and receive work orders directly on their handheld computers. They use the computers to update status and report completion, which are immediately posted to the tracking database. Job scheduling and status is available to requesters through a browser interface on the city Intranet. Requesters are automatically notified of job changes and completion via . Work crews readily adopted the new system with minimal training. The Maintenance Management Division reports a drop in requester inquiries due to increased responsiveness and notification in a timely manner. Work crews report improved morale, because they are able to stay in the field and not waste time driving between the office and work sites. Supervisors report that the increased clarity and timeliness of work orders and reports improves their efficiency and ability to direct crews. The City of Santa Monica received a mention of significant achievement for the Public Technology Institute Technology Solution awards in the category of telecom and IT for its innovative approach to maintenance management. Public Library Surviving the Storm: A Snapshot of Community Technology at its Best Houston, Texas Population: 2,257,926 Contact: Roosevelt Weeks, Deputy Director, Library Administration, City of Houston, (832) , roosevelt.weeks@houstontx.gov The Houston Public Library (HPL) has been a center of innovation when it comes to bringing library services and other programs to underserved parts of the community. HPL Express and WeCAN were developed as innovative library solutions, each being the first of its kind. The HPL Express originated as an e-library project, aimed at providing electronic library services in a more efficient way. HPL Mobile Express is a computer lab on wheels that provides literacy programs, workforce development training, computer and Internet training and access to technology. WeCAN, established by then Mayor White, is providing citizens with free high-speed broadband Internet access in high-need neighborhoods through the creation of more community access locations. When Hurricane Ike hit the region in 2008, HPL became an innovative tool, as it turned itself into a center for post-disaster recovery. As response from many other city departments was impaired because of the hurricane, HPL was able to transition Express and WeCAN units into Library Disaster Recovery Support Centers to assist communities with the most need and help those that were disconnected from the social supports and the services established to assist them. HPL s placement of computer access points, Internet resources and trained staff in facilities made the Library Disaster Recovery Support Centers a huge help as they were quick and effective sources of assistance within walking distance of residents homes. The Library Disaster Recovery Support Centers provided residents with up-to-the-minute information on changing federal, state and local disaster services and deadlines, such as the emergency points of distribution (PODs) established to give out water, ice and ready-to-eat meals. The centers also were able to ensure assistance to communities that needed 4

5 Investing in Your City s IT Infrastructure help the most and undertook recovery efforts such as providing food, housing, medical assistance and unemployment assistance to replace much needed lost wages. The Library Disaster Recovery Support Centers continued to function well after the hurricane to address continuing need of the affected communities. The HPL Mobile Express unit was deployed at community centers around the city in areas that still did not have access to power and phone service. HPL continued with recovery efforts for 45 days after the storm, whereas most other response efforts concluded a few weeks after the storm. HPL s Express and WeCAN services provided assistance to more than 3,500 households and 10,700 residents, who otherwise may have received delayed assistance or no assistance at all. An added benefit to HPL Express and WeCAN s presence was to inform residents about the non-recovery services they provided, which community members were not already aware of. The city of Houston s Public Library was one of the Public Technology Institute Technology Solution award winners in the category of telecom and IT for their inventive approach to library solutions and post-disaster recovery efforts. Improving Efficiency and Transparency with Cloud Solutions Canton, Georgia Population: 23,073 Contact: Camille Wehs, Information Technology Director, City of Canton, (770) , camille@canton-georgia.com The City of Canton is a fast-growing city outside of Atlanta, with a population that has nearly doubled during the past decade. Given the demands of such growth on its infrastructure and tax base, the city needed a scalable IT solution to replace its costly and unstable pre-existing system. As it stood, it tended to shut down once every three days on average, and updating the spam filters occupied more than half of the IT director s time, which highly complicated productivity in that one-person office. The IT department in Canton decided on a networked, off-site cloud solution to meet its IT needs. The city chose a system based on technology from Google, which closely resembled the Linux-based system the city had used previously. The new services and suite of applications were installed relatively quickly, and municipal workers adapted to the new setup with a similar degree of ease. The overall result of the changeover was a 109 percent increase in IT department productivity and savings of nearly $10,000 yearly over the previous on-site services the city provided. Webinars and other Internetbased training programs were readily implemented, and guaranteed uptimes have resulted in nearly 50 percent greater service than the previous network provided. Other benefits have included an increase in public transparency, as it has become significantly easier for the city to make public documents and information available online. One of the most important aspects of Canton s cloud solution is its scalability, allowing the city to adapt quickly or immediately to the growth of both the municipal government and public demand. Cloud networking has helped to move the onus of anticipating IT demand to the service provider rather than the city s IT department specifically, which not only reduces the material infrastructure IT professionals need to work with but also the need to anticipate and maintain the growth of IT services, allowing them to focus on the other operating needs of municipal employees and the department itself. 5

6 National League of Cities City Practice Brief Sustaining Government Effectiveness through Visual Analytics Charlotte, North Carolina Population: 704,422 Contact: Jim Raper, Manager, Data Administration, Charlotte Mecklenburg Government Center, (704) , The City of Charlotte s Business Support Services (BSS) is responsible for providing many of the corporately shared services and much of the service infrastructure necessary for city operations, such as equipment and fleet maintenance, technology operations infrastructure, and procurement and public safety communication services. Each of these functions is vital to the operation of key business units in providing core services and meeting business goals. With the mission of advancing the business of public service, BSS also provides these services and infrastructures to other municipal, county, state and federal government agencies. The BSS/Technology Operations Division (BSS/TOD) continues to seek out ways to work more efficiently. Through its work, the division found that using visual analytics a method of combining interactive visualization with analysis techniques for greater understanding can lead to substantially better and more actionable information for decision makers with a significant reduction in labor and time. Traditionally, BSS/TOD has been responsible for creating tabular reports for the city s various departments. The mechanism used to create the reports consumed a lot of time, paper and production resources. Additionally, the data wasn t generated in a way that enhanced decision making for the user. To remedy these challenges, BSS/TOD deployed a visual data analysis software package to help identify better ways to exploit the decision support value from its internal data. This pilot worked so well that it was then used for the BSS Procurements Services Division (PSD), which handles both city and county purchasing. Using both a software package (for data analysis, visualization and reporting) and server (for department-wide collaboration, sharing and dashboarding), BSS/TOD and PSD were able to increase their analytic performance by up to 20 times. This increase in time saved allows BSS analysts to concentrate their efforts on actually analyzing data and trends so as to provide products to city departments that are more meaningful and useful for decision makers. This role shift from report developers to data analyzers provides much more value to the city. To increase awareness of the benefits of this tool to other city departments, BSS/TOD, in collaboration with the University of North Carolina-Charlotte and the software provider, organized and sponsored a Business Analysis Olympiad where analysts from the city s 14 key business units competed to analyze a set of sample data. Managers and users of the tool were able to see the value of visual analytics in supporting timely and important business decisions. The Olympiad resulted in the tool being used in seven of the city s 14 major business units: the city manager s Office as well as the finance, transit, planning, solid waste services, transportation and BSS. Departments report that they are spending less time on the process of creating reports and more time gaining important insights from the data itself. The City of Charlotte was one of the Public Technology Institute Technology Solution award winners in the category of telecom and IT for the work of its BSS. 6

7 Investing in Your City s IT Infrastructure About This Publication In the spring of 2010, the National League of Cities (NLC) and the Public Technology Institute (PTI) polled members of their respective information technology leadership committees to identify the technology topics in which local elected officials are most interested. This resource is part of a series of guides jointly produced by NLC and PTI that address the topics identified by the survey. About the National League of Cities The National League of Cities is the nation s oldest and largest organization devoted to strengthening and promoting cities as centers of opportunity, leadership and governance. NLC is a resource and advocate for more 1,600 member cities and the 49 state municipal leagues, representing 19,000 cities and towns and more than 218 million Americans. Through its Center for Research and Innovation, NLC provides research and analysis on key topics and trends important to cities, creative solutions to improve the quality of life in communities, inspiration and ideas for local officials to use in tackling tough issues and opportunities for city leaders to connect with peers, share experiences and learn about innovative approaches in cities. Contact: Julia Pulidindi, senior associate, Infrastructure Program, (202) , pulidindi@nlc.org About the Public Technology Institute Created by and for cities and counties, the not-for-profit Public Technology Institute promotes innovation and collaboration for thought-leaders in government, and advances the use of technology to improve the management and delivery of services to the citizen. Contact: Dale Bowen, director for professional development, (202) , dbowen@pti.org 7

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