City of Naperville Strategic Technology Plan. August 26, 2014

Transcription

1 City of Naperville Strategic Technology Plan August 26, 2014

2 How We Arrived Here Progression from the City s Strategic Plan Be recognized as an egovernment innovator Examine technology Citywide Study the level of system integration Investigate automation of business processes Evaluate staffing level and skill sets Identify strengths and weaknesses recommendations for the future that support the Strategic Plan direction

3 Action Items Verify that proposed initiatives are in line with support of the egovernment Strategic Plan goal Discuss and affirm the proposed 3-5 year timeline of strategic initiatives Concur with the inclusion of the estimated expenditures in the proposed FY15-18 operating budgets and Capital Improvement Program

4 The Project Conducted two surveys Facilitated SWOT with DLT Interviewed DLT, City Council, IT staff Held 19 business process workshops Benchmark City against ZCo experience Identified 12 major future projects

5 Surveys Two Surveys: ment & Employees Nearly 1,000 surveys issued More than 60% of management responded Nearly 1/3 of employees responded

6 Key Survey Findings Users are frustrated with excessive security, preventing completion of work expectations. Users are also frustrated over data access needed to conduct their jobs. Users confirmed technology is a critical component of conducting City business. Users major concern about IT: No training provided. More than 70% of respondents consider single sign-on important. Frustrated users apply work-arounds, many times with desktop solutions such as Excel and Access.

7 SWOT Participants categorize items of importance. Top items in each category were clearly identified in each group. ZCo validated SWOT conducted in 2013.

8 Strengths GIS Network architecture SWOT Findings Weaknesses Weaknesses IT not aligned with City direction Website functionality is inadequate and cannot facilitate business applications

9 SWOT Findings Opportunities Evaluation of Office 365 and Cloud technology Standardization of technology Threats Threats Inadequate technology budget Lack of appropriate IT staffing

10 Consultant Evaluation How well technology is currently functioning How well technology is positioned related to the City s Strategic Plan Evaluation: Recognized as leader, aligned Meeting expectations, barely current Ineffective, training edge

11 Consultant Evaluation 1. Strategic Alignment and Direction How well does technology support the City s strategic plan? Has a direction been identified for future technology investments? 2. Information Architecture What data is critical to the City for providing community and support services, and how is it maintained, stored and accessed?

12 Consultant Evaluation 3. Application Architecture What software applications are being used to capture, process and report information throughout the City? 4. Technology Architecture What hardware components operate the City s applications, and how does the City s network provide connectivity and integration among department users?

13 Consultant Evaluation 5. IT ment & Communication How is IT communicating its needs to management in order to support the City s end-users? 6. End-User Satisfaction How well are the users satisfied with the City s current technology?

14 Consultant Evaluation 7. Level of Technology Investment How does the City s level of technology compare to industry benchmarks?

15 The City s Technology Grade

16 STP Focus Areas Primary emphasis placed on areas designated as ineffective. Secondary emphasis on areas designated as maintaining expectations, barely current. Areas where Naperville is recognized as a leader will need action to maintain leading edge capabilities.

17 ZCo Observations Good IT staff Limited use of outside resources to supplement staff Users expect IT to be responsible for most City technology GIS is a success story Depleted Technology Replacement Fund No effective IT governance

18 ZCo Observations Limited use of SharePoint for various reasons Workarounds are created by users to bypass security No current Technology Risk Assessment PCI-DSS non-compliance hinders ability to conduct online transactions

19 The City s Degree of Automation Value streams Business processes Tasks and activities that support the business processes

20 Value Streams Bringing Constituents Value Through Utility Emergenc y Public Safety Legal Transport Development & Licensing Parks & Recreation Library Providing Procure Goods & Build Public Facilities Public Records Fleet Public Infrastructure Materials ing Infrastructure Plan & the Organization Administer Budgets Accounting & Finance & Treasury Collect Revenue Information Technology Represent, Govern, & Legislate Human Resources Administrative Support

21 Automation Color Key Automated Some level of automation Not automated Automation not intended

22 Value Stream Utility Emergency Public Safety Legal Transp. Development, Licensing, & Permitting Naper Settlement Potable Water Supply Comms Comms Cases Parking Entitlement Market Activities Sanitation Storm Sewer Trash Collection, Disposal, Recycling Electricity Distribute Electricity Utility Billing - Electric Locating Utility Billing Water, Wastewater Conduct Emergency Response Administer Fire Activities Specialty Equipment Safety Fire Records Community Outreach Patrol Special Events, Court, Security Investigations Jail Public Safety-Specific Equipment Police Records Community Outreach Animal Control Prosecution Admin Hearings Legal Counsel Legal Defense Labor, Employment Defense Risks Insurance Traffic Accident Data Establish & Transp Model Operate Transport Plan & Schedule Routes Market Transp & Parking Community Planning Property & Code Info Permits Licenses Conduct Inspections Conduct Code Enforcement Data Access & Mapping Activities Registrations, Events, Rentals Development Memberships Collect Revenue & Finances the Collection Donors & Grants Construct, Facilities Community Relations, Outreach, Education Outsourced

23 Infrastructure Value Stream Procure Goods & Build Public Facilities Public Records Fleet Public Infrastructure Materials Establish Sourcing Strategy Suppliers Process Requisitions Acquire Goods & Receive Goods & Process Invoices Process Payables Apply Building Standards Determine Need Conduct Design Engineering Construct Facilities Construction Contractors Property Records Community Dev Records City Codes, Ordinances Financial Records Licensing Records Inspection Records Public Meeting Records Administer Fleet Plan,Schedule Fleet Maintenance Conduct Fleet Maintenance Conduct Refueling Fleet Maintenance Data Parts Supply Conduct Asset Renewal, Replacement Establish Maintenance Standards Monitor Conditions Plan, Schedule Maintenance Process Work Orders Conduct Maintenance Contractors Support Emergency Response Establish Logistics Strategy Inventory Store Goods Goods Distribution Track Assets Goods Disposition Asset Disposition Monitor, Track Procurements Personnel Records Incident Records Train Mechanics Outsourced

24 Plan & the Organization Administrative Support Administer Budgets Value Stream Accounting & Finance & Treasury Collect Revenue Information Technology Human Resources Monitor Environment Establish Goals, Vision, Objectives Establish Performance Metrics Establish Strategic Plans Establish Financial, Capital Plans Risk Monitor, Measure Performance Communications Conduct Audits Forecast Revenues, Est Rev Budget Establish Position Budget Prepare Expenditure Budget Prepare Program, Capital Budget Adopt Budget Monitor, Evaluate Budgets Revise, Update Budgets Chart of Accounts Process Accounting Transactions Conduct Project Accounting Conduct Grant Accounting Perform Asset Accounting Process Allocations, Distributions Conduct Closings Report Financial Position Prepare Tax, Regulatory Filings Administer Revenue Intake Process Intake Payment Compliance Receivables Revenue Policies Revenue Performance Outsourced Establish IT Strategy IT Governance Operations Prods, Tools, & Support Users Professional IT Staffing Projects, Programs Prepare Staffing Plan Recruit, Fill Open Positions Develop, Train Workforce Promotions Demotions Salary Administration Administer Benefits, Pensions Attendance, Payroll Monitor Employee Health, Safety Separations

25 Discussion with Departments Which Have Poor Performing Processes Finance Department City Clerk s Office Transportation, Engineering & Development

26 The Strategic Technology Plan Strategic projects address the direction put forth by the City Council. Several projects reflect a consolidation of activities/tasks. City-wide, Utility, and Public Safety projects can be conducted concurrently. Capital projects have been identified, however they are not strategic and therefore not listed. Use of contracted resources will allow earlier completion.

27 FY15 The Strategic Technology Plan Early Initiatives Establish PCI compliance Evaluate Office 365 migration Begin process to purchase ERP Initiate IT Governance Restructure Upgrade Parking Ticket System Establish a User-friendly IT Environment Appropriate security levels, greater Internet access, two-factor authentication, data storage/file size capability, increased use of SharePoint

28 FY16 The Strategic Technology Plan FY16 Initiatives Integrate Application islands City Website Re-design and Business Readiness Replace Digital Fingerprinting System Upgrade Downtown Wi-Fi

29 FY17 The Strategic Technology Plan FY17 & FY18 Initiatives Establish Legal Case ment System Implement User-friendly Report Writer Consolidate Work Order Systems FY18 Implement Asset ment System

30 The Strategic Technology Plan Project Timeline

31 The Strategic Technology Plan Financial Timeline FY2015 FY2016 FY2017 FY2018 Total Total Capital Outlay 3,020,000 2,520,000 1,625, ,000 7,565,000 Establish PCI Compliance 95, , ,000 Establish User Friendly Environment 25, , , ,000 1,000,000 Restructure IT Governance 200, ,000 Establish Office 365 (subscription) 75, , ,000 Replace Legacy Financial System/Platform (ERP) 2,500,000 1,000, ,000-4,250,000 Make City's Website Business-Ready - 500, ,000 Upgrade Parking Ticket System 125, ,000 Integrate Application "Islands" - 75,000 75, ,000 Establsh Common Work Order System(s) , ,000 Replace Digital Fingerprinting System - 90, ,000 Establish Legal Case Mangement System , , ,000 Upgrade Downtown WiFi - 150, , ,000 Establish User Friendly Report Writer ,000-50,000 Implement Asset ment System , ,000 Current CIP Budget 747,000 1,819,000 1,945,000 1,125,000 5,636,000 Impact to CIP Budget 2,273, ,000 (320,000) (725,000) 1,929,000 Impact to Operating Budget 60, , , ,000 1,624,000

32 Action Items Verify that proposed initiatives are in line with support of the egovernment Strategic Plan goal Discuss and affirm the proposed 3-5 year timeline of strategic initiatives Concur with the inclusion of the estimated expenditures in the proposed FY15-18 operating budgets and Capital Improvement Program

33 Discussion