Business Plan Summary

Transcription

1 Owner: Business Plan Summary Program Corporate, Operational & Council Services Service grouping Corporate Services Service Type Internal Service Joseph Edward, Chief Technology Officer, CAO's Office Strategic Priority Good government Purpose The Division is part of the CAO s Office. It has the overall corporate responsibility to strategically implement and administer the use of information technologies throughout the organization as well as twenty different Boards and Commissions(Tourism London, London Block Parent, London Public Library etc.). TSD manages the entire corporate information technology ecosystem, providing a variety of services to the business units to enable them, in turn, to deliver services to the citizens and visitors of the City of London. TSD is responsible for defining and upholding technology standards as well as security and other related corporate policies. Our goal is to make the most effective use of the corporation s technology investment by ensuring our IT strategy aligns with that of the Business, effectively delivering the most value in return. Financial & Staffing In $000s Operating budget 2010 Actual 2011 Revised Budget Expenditure: 16,088 16,305 Non-tax revenue: Net (tax supported): Capital budget 15,547 15, Revised Budget 2011 Revised Budget Expenditure: Non-tax revenue: 0 0 Net (tax supported): Staffing FTEs: Percentage of expenditures budget (all rate sources): Annual per household cost of net budget ($): In short, we enable users with the right technology, in the form of tools and solutions, to improve their business functions and processes. We further assist our users by providing them training and support to help them effectively use those tools. Key processes Desktop Services Desktop computer hardware and software services are provided to over 2500 users. This includes provisioning, managing, monitoring, maintaining, licensing, securing, troubleshooting, replacing and/or upgrading hardware and software. This also includes providing help desk Incident Management services and audio/video support. We lease our PCs, replacing them every three years, to ensure our users are equipped with the right level of technology to perform their functions efficiently and with minimum disruption. 0 Page 1 of 10

2 Infrastructure Our infrastructure service involves designing, implementing, managing, monitoring, maintaining and securing back end technology framework to deliver all IT services in a stable and secure environment. Much of our infrastructure is housed in our state-of-the-art data centre. The data centre comprises of over 200 servers, networking components, a highavailability storage system and a backup system. The data centre connects with various city locations using different network technologies, including fibre cabling. 0 Other activities involved in this service include upgrading/replacing, maintaining and securing all infrastructure components such as desktop computers, servers, storage, network switches and routers. Communications/Telecommunication Services Voice and data communications services as well as services are provided across the Corporation and to some Boards and Commissions. A major component of our communications service is - reliable and calendaring are crucial to the day-to-day functioning of our organization. TSD offers shared mailboxes/calendars, aliases and generic addresses to facilitate our internal and external business communications. We provide account management, redirection, and filtering, as well as virus and SPAM protection. All of this is made available via desktop (Outlook), Outlook Web App and integration with Blackberry smartphones. Telecommunication services consist of data services via leased landlines, cityowned fibre optic cabling, wireless devices, and voice services for cellular and traditional desktop phones. 5 Data communication services provide the means to relay data between PCs, servers, printers and other network-attached devices. Voice services provide telephone communications for the purpose of responding to traditional telephone calls, relaying and possible queuing of calls internal or external to the Corporation, Interactive Voice Response (phone interaction with online databases and business functions) and caller self -direction in accessing information resources. The City has operated on a Voice Over IP (VOIP) system for more than 6 years. Application Services TSD is responsible for application development, testing, hosting, procurement, support, administration, integration, optimization, monitoring and reporting to enable specific business functionality in each department to provide civic services. We are also responsible for delivering end-user training on various applications. The major enterprise applications we support and host include JD Edwards, CLASS, Amanda, Kronos and Vailtech. 25 Page 2 of 10

3 TSD manages hundreds of applications - including those internally developed and those from third party providers. Third party vendor software is reviewed and analyzed by TSD, together with the Business departments, to ensure that all business needs are met and that current technology standards are incorporated. If software from a third party is chosen, TSD ensures that the solution is smoothly integrated with the rest of our applications for best delivery of service to the Business. Printing Services TSD Administers the contract for the central print facility, which includes the staffing and supply of high-speed copy services and the provision of multi - function printing equipment and services to the Corporation. We also handle all of the official corporate forms (approximately 1500). This includes the analysis, design, creation, updates, publishing and delivery of all official forms used to carry out corporate business, in both electronic and paper format. Corporate forms facilitate the collection and distribution of corporate information while meeting internal and external policies, standards and legislations (e.g. MFIPPA, Canada Post and Canadian Payment Association). 85 Governance The primary objective of IT Governance is to ensure that the information technology strategy is aligned with and designed around the strategy of the Corporation to deliver maximum value to the Business. Governance develops a comprehensive Business-IT strategy in conjunction with the Business. Governance provides corporate value by designing strategic IT policy/procedures, ensuring IT processes are performing at peak effectiveness (by employing auditing and metrics), creating divisional accountability and delivering first-rate services the Business. TSD's Governance is responsible for communicating major initiatives/alerts to the Business units and ensuring that TSD staff develop their skills to match the requirements of the Division and the Business. They also ensure timely project delivery and strategic resource allocation, working closely with the Project Management Office. 0 IT Governance dictates that TSD must use optimized enterprise infrastructure, technology, application framework to support their processes and services. Our goal is to improve overall organizational effectiveness through information technology solutions. Governance mitigates corporate security risk through strategic design, ensures that a disaster recovery plan is in place, that we are in compliance with legislation (e.g. MFIPPA, data retention) and promote security awareness both in the personal and corporate arenas. Information Technology Security Our Information Security team has been created to focus on the ever changing needs of information security to keep up with new technology. Their purpose is to provide the right information at the right level of access to our users. Their mandate is to "enable the corporation to do business securely". Page 3 of 10

4 Primary tasks of the Information Security team include the creation of policies, procedures and governance to protect the information assets of the corporation. Additionally, one of the Information Security team's objectives is to offer training to the corporation. Currently, they are offering a customized "Information Security Awareness" course the City developed with the consultant firm, Terranova Training. The team has created an Information Security portal on our internal network to answer some FAQs, offer some Information Security industry news and to house our corporate Computer Usage Policy. The Information Security portal also lists the related Information Security services TSD provides, such as Hosted Application Penetration Testing and Risk Assessment. 2 Regulatory/Policy landscape Service Delivery method Discretionary Non-legislative New council direction, new regulations, legislative changes Current state of this service The Division currently consists of 80 staff and supports approximately 2600 personal computers (PCs), 1850 telephones and in excess of 1200 other devices (printers, plotters, switches, routers etc.) located in over 75 different sites across the City. In addition we support Blackberries, cell phones or other handheld devices. TSD s mandate also includes the management of all corporate printing and telephony -related services. The expectations from the public have changed dramatically in recent years. They have become increasingly more comfortable with social networking tools, and therefore have come to expect open and transparent government. The public now has a wide acceptance of mobile/web technology and embraces using these platforms to receive civic services. This will help define our future services, which will allow more City transactions to be done from comfort of the citizen s own home. The public also demand that government protects their information security is critical. TSD needs to continually strengthen our security systems and policies to ensure that we are able to securely support new technologies. We strive for continual service improvement by means of a best practices framework (e.g. the Information Technology Infrastructure Library, or "ITIL", framework). As part of our strategy to implement ITIL best practices, we have begun re-evaluating our internal processes to make them more efficient. We are certifying 25 of our staff in ITIL Foundations in 2011 and expect to certify even more in Those certified this year will mentor those getting certified next year. Our infrastructure includes more virtualization than ever before. This is economical in that more virtual servers means fewer physical servers need to be purchased to achieve the same functionality. Page 4 of 10

5 We have few technical risks at this time in TSD. Our out-dated technology is being upgraded and our initiative for disaster recover/business continuity is making good progress. The greatest risk we face right now is human risk some staff have become the single point of knowledge (SPOK), which can hold up a critical process if they are unavailable. We expect to mitigate the risk of SPOK by mandating job documentation and making sure cross-training is required of all teams. Another TSD challenge has been the organizational structure. Historically, the structure has lent itself to having siloed team functions, making inter-team collaboration difficult. Another issue with our model of organizational structure is that it has no allowance for staff career advancement. We are currently in the process of transition, including the implementation of a new structure in TSD. This initiative is known as Re-Imagine TSD. Recent enhancements to economy, efficiency and effectiveness We are in the process of re-evaluating all of our maintenance agreements and contracts in an effort to avoid unnecessary expenditures. TSD is negotiating with vendors, such as Rogers Communication Inc. for mobility services, to ensure we re getting the best return on our business with them. Recently, we renegotiated our contract with HP and obtained over $2,500,000 of value for less than $400,000. Part of the contract involved an upgrade to our storage systems to more reliable technology. Our Service Level Agreement has been upgraded as well from 24/7, 4 - hour RESPONSE time to 24/7, 4-hour FIXED time. This Service Level Agreement amendment was necessary due to two incidents relating to storage one in September 2009 and one in March We have realized significant savings by either renegotiating or cancelling some of our maintenance agreements with 3rd party vendors. The savings were used to re-invest the taxpayer money in TSD, strategically. For example, we invested in staff training (Business Enabling, ITIL etc.) and invested in new technology which will provide even greater savings over time. Future direction of this service First and foremost, TSD aspires to deliver exceptional value to the corporation by becoming a service-oriented, business-enabling division. We expect to transform from a cost center to a revenue enhancer for our business partners. Our iterative effort to restructure our division is entering the second phase and will continue over the next months. We are excited to have added some new roles to help us better understand the Business objectives and the technology needed to achieve those objectives. One of the new roles is that of the CRM (Client Relationship Managers). The CRMs are the proxies of the Chief Technology Officer as well as liaisons between the business units and TSD. Similarly, the Business Enabling group has been created to work closely with the Business to improve functional business processes. They will interface regularly with the Business to analyze their needs and work toward finding technology solutions to meet their clients corporate goals. The IT Governance group has been put in place to ensure TSD strategies support those of the corporation. The Enterprise Architecture role has been added to make sure that the high-level view of all of our enterprise components (hardware, software, systems, processes, external factors etc.) interact with each other in the most efficient way possible, and support the overall strategy of the IT Governance group. The addition of a formal Project Management Office will serve to refine our project intake and resource allocation, for timely project delivery to the Business. Page 5 of 10

6 One way that we will achieve this goal is with the adoption of ITIL best practices. One of the tenets of ITIL is continual service improvement. This means that we will always be measuring and taking inventory of the output of our IT processes to identify areas where we can improve. An example of an improvement we re currently working on is our business continuity/disaster recovery plan. The Business will appreciate the increased availability and reliability of our systems. The investments required for TSD in the near future are limited to a one-time funding infusion to bring in innovation and some quick wins. For example, we may request some consultants to both help us fulfill our goals and to mentor us so we can carry on with what they've taught us after they've gone. The process of streamlining our applications and their utilities will serve to make delivering their related services more cost-effective for the Division. Because the result will be fewer total applications to maintain, we will require less staff time to administer them and, where applicable, fewer vendor contracts for third party software. (Less staff time spent administering old, disparate applications means more staff time can be spent on innovation.) As TSD receives requests for new systems development, we first check the market to see if purchased systems are available that will meet the business requirements. If they appear to be more cost-effective than developing them in-house. we recommend their purchase. Ongoing maintenance costs always need to be considered. Sometimes it is, in fact, less expensive to develop a technology solution in-house. Strategic outsourcing will be considered, but only for non-interactive tasks nothing that requires personal service would be compromised. For example, cloud technologies for data (outsourcing our data stores and maintenance) is cost-effective because the hosting and maintenance costs can be shared with other organizations. Objectives next 4 years Development of a Comprehensive Business -IT Strategic Plan TSD will engage the business to understand their needs and collaboratively develop a plan with them, to be implemented over the next four years To achieve this objective, the Business needs to communicate what they require and TSD needs to communicate to the Business what they can accommodate. Some other high level actions to achieve this objective include desktop virtualization, mobile strategy creation, introduction of more e-services, unified communication, application rationalization and optimization and the standardization/consolidation of our database management system. Since the planning stage is in progress, there is no estimated completion date yet. ITIL Framework Implementation In the next four years, TSD will have most of its staff ITIL certified. The implementation of ITIL will involve the creation of a business-facing Service Catalogue, where the Business and users can browse the services offered from TSD. ITIL will also introduce Service Level Agreements (SLAs) to the Business to ensure the IT availability needed to help them meet their business targets. The Business will also realize the benefits of ITIL s mandated Continual Service Improvement (CSI), which dictates that TSD continually review their services and processes to identify areas of improvement. Page 6 of 10

7 2015 With an Information Technology Service Management (ITSM) tool (software) implemented and >50 of our staff ITIL certified we will meet this objective. By defining and continually improving our internal processes, we will satisfy one of the primary ITIL tenets. This objective will be achieved, at least in part, with the implementation and population of all of the ITSM tools' modules. Completion of the TSD Structure Transformation At the end of this transformation, TSD staff will enjoy specific job descriptions, clarified roles and the opportunity for career advancement For this initiative, we need the co-operation and collaboration of HR, the Union, TSD unionized and non-unionized staff and our consultants from Prior and Prior. We will collect and analyze all inputs from all parties, then do our best to satisfy all of their recommendations when recreating the TSD structure. If we re-define all TSD job descriptions we will have achieved this goal. SharePoint Implementation SharePoint, once implemented, will be used as an engagement platform to enable collaboration internally, within the Corporation, as well as externally, with our citizens. The SharePoint platform will allow us to provide more web-based services to the public. It will also be used as our corporation s document management system (to replace Livelink) as well as a records management system to help us stay in compliance with records retention policies To complete this objective, TSD needs to move the data from Livelink to SharePoint, train our users and customize the SharePoint product to make the most use of its features. One indicator of completion of this objective will be when Livelink is no longer used at all, in favour of SharePoint. Another indicator will be the introduction of live, available web services for our citizens. Optimization of JDE This objective involves analyzing the needs of the Business and leveraging JDE to improve their processes Page 7 of 10

8 Our CRMs and Business Enabling staff will work in conjunction with our JDE application administrators to meet with business units to assess their IT needs and determine how JDE may be able to meet those needs. If the latest version of JDE is used to be best of its capacity in our business units, this objective will be achieved. Increased Desktop Virtualization Desktop virtualization eliminates the need for a full desktop PC for every user, instead, using mobile and remote computing. Citrix is an example of desktop virtualization that we already use at some of our business locations (e.g. recreational facilities). In this scenario, applications and data are housed on the server, so the user only needs a device to connect to the server (e.g. a thin client) instead of a whole desktop PC solution TSD will engage the Business to develop a desktop virtualization strategy, to begin the implementation process in Our CRMs and Business Enabling staff will need to meet with the business units to assess where desktop virtualization is beneficial and applicable. When the number of full desktop PCs in use is reduced corporate wide, we will have achieved this objective. Establishment of a New Disaster Recovery Site A new disaster recovery site will help TSD ensure that the corporation can continue to provide critical services in the event of a major disaster TSD will work with the business to identify critical services. Then we will evaluate and implement the technology needed to ensure these critical services are available in the event of a major disaster. This objective will be achieved when we have done several successful tests on critical services on the new site. Network Infrastructure Improvement TSD will work to ensure our network infrastructure is reliable and fault tolerant, with the ability to continue to function at over 75 locations without major disruptions We will analyze the existing network infrastructure for areas/components that cause incidents, then take corrective measures to make the network more reliable. When we reduce the number of network-related incidents, we will be meeting this objective. Page 8 of 10

9 Implementation of a Citizen Engagement Platform TSD will provide a platform to engage the citizens as a way to understand their values, needs and preferences as well as to help foster their understanding of complex municipal issues We will take part in transforming existing civic services to be available via mobile/web technology. We will leverage this technology to encourage citizen participation in government. The number of e-services provided will be a measure of meeting this objective. Emerging issues and challenges Environmental IT has now become a commodity, which requires business skills to properly leverage and understand. Our strategy to handle this paradigm shift is to develop our staff capabilities to use business-centric practices, such as those used in the Project Management Office. Other As we have a great many different systems to maintain and support, we are embracing the opportunity to consolidate and standardize some applications and their functions. This will allow for a more streamlined delivery of services to the Business Service changes with financial impact (+/-) Statistics and performance measures A Activity measures Percentage of TSD Staff Time Spent with the Business, Identifying Needs (Applications) Percentage Increase of TSD Staff Time Spent on New Initiatives vs. Maintenance (Governance) Page 9 of 10

10 B Efficiency measures Percentage Increase in Number of Projects Delivered on Time and Within Budget (Governance) Percentage Increase in Major Systems Uptime (Infrastructure) C Effectiveness/Quality/Satisfaction measures Percentage Reduction in of Support Calls to the Service Desk (Desktop Services) Percentage of Increased User Satisfaction (Governance) Page 10 of 10