information technology master plan - georgetown, texas · 2015-10-05 · 1. executive summary...

Information Technology Master Plan

City of Georgetown, Texas

City of Georgetown – Information Technology Master Plan 2 Westin Project No. 8540

Document Information and Revision History

Vers ion Date Author(s ) R evis ion Notes 1.0 12/18/2009 Bill Lloyd Initial Document

2.1 12/19/2009 Bill Lloyd Editing revision

3.0 1/21/10 Bill Lloyd Editing revision

Westin Engineering, Inc. 1401 Elm Street, Suite 3750 Dallas, TX 75202

Telephone: 214-337-3688

Web Address: www.we-inc.com

http://www.we-inc.com/�


Table of Contents 1. Executive Summary ........................................................................................................... 4

2. Project Background .......................................................................................................... 11

2.1. Background of Change ............................................................................................... 11

2.2. IT Master Plan Objectives ........................................................................................... 12

3. Key Strategies .................................................................................................................. 14

3.1. Technology Vision Statement ..................................................................................... 14

3.2. Goal #1: The City of Georgetown will provide inter-organization automated business processes to meet internal needs. ......................................................................................... 14

3.3. Goal #2: The City of Georgetown will provide an enterprise-wide IT support organization to identify new technology needs and requirements throughout the City. ........... 15

3.4. Goal #3: The City of Georgetown will provide solutions that support enterprise information integration and compatibility with existing and planned technology. .................... 16

3.5. Goal #4: The City of Georgetown will provide a single point of access integrated with various systems giving every user the information they require. ............................................ 17

4. The Program Plan ............................................................................................................ 19

4.1. Organization and People Projects ............................................................................... 20

4.2. Technology Projects ................................................................................................... 21

4.3. Application Projects .................................................................................................... 22

4.4. Quick Win Projects ...................................................................................................... 24

4.5. Departmental Applications Projects ............................................................................ 25

5. Expected Benefits ............................................................................................................ 27

6. Appendices ...................................................................................................................... 29

6.1. Assessment Overview ................................................................................................ 29

6.2. Program Elements ...................................................................................................... 34

6.3. Program Timeline ........................................................................................................ 81

6.4. Program Costs ............................................................................................................ 84

6.5. Glossary ..................................................................................................................... 89

February 3, 2010


1. Executive Summary Project Goals The goal of this project is to define the City of Georgetown’s information technology vision and to better align its technology activities with its business strategies through the development of an Information Technology (IT) Master Plan. To improve and more effectively deal with its business challenges, the City of Georgetown (“the City” or “Georgetown”) is seeking to define and articulate its information technology vision and better align its technology services with its business strategies. Achieving efficiency within a diversified and complex organization requires meaningful integration of information and practices throughout the organization – thereby eliminating redundant, inefficient information “silos.”

To achieve these objectives, the City of Georgetown engaged Westin Engineering, Inc. (“Westin” or “the Consultant”) to address the City’s needs for:

Aligning its IT with the City’s mission, vision, goals and objectives Defining a strategic direction and implementation plan for IT projects Recommending best practices for managing IT investments, including taking advantage of existing IT investments Identifying the key strategies for organizational and staffing structures to support IT Integrating IT and business processes across the City.

The resulting plan includes recommended organizational changes, technology implementation projects, business process improvements, an implementation schedule, and expenditures that will be required over the next five years to execute the plan.

Westin’s approach included assessing the City’s needs and identifying improvement opportunities, formulating an IT strategic direction and goals, developing improvement project plans, and preparing this IT Plan. This approach was focused on ensuring a high level of stakeholder buy-in and understanding throughout the process, which will support successful IT planning now and in future years. A principal objective of the approach has been to construct an IT Plan that can be endorsed, adopted and executed to achieve Georgetown’s goals.

To develop stakeholder buy-in throughout the planning process, it was essential that City staff at all levels of the organization had an opportunity to participate in a meaningful and significant manner. This level of inclusiveness was accomplished by interacting working closely with the City’s IT Steering Committee throughout the planning process. The IT Steering Committee was established by City management to unite technology goals and strategies across the City. This

February 3, 2010


committee is empowered to review information technology related policies and resource allocation for purposes of providing recommendations to City management in the following areas:

1. Improving organizational efficiency and effectiveness through technology;

2. Developing, updating, and implementing the IT Master Plan;

3. Aligning proposed technology expenditures with guidelines set forth in IT Master Plan;

4. Reviewing general technology issues and best practices;

5. Identifying and addressing technology needs of individual departments and divisions.

Vision for the Future The development of the City’s IT Master Plan was guided by the City’s Vision Statement for using technology, which was developed by the City’s IT Steering Committee. The resulting Technology Vision Statement is as follows:

The City of Georgetown will be a model for utilizing information technology to support the City’s business processes, deliver services to its citizens, and empower its customers to interact with various departments through a single “Portal” to facilitate one-stop services by:

• Providing inter-organization automated business processes to meet internal needs;

• Providing an enterprise-wide IT support organization to identify new technology needs and requirements throughout the City;

• Providing solutions that support enterprise information integration and compatibility with existing and planned technology; and

• Providing a single point of access integrated with various systems giving every user the information they require.

The City’s IT Steering Committee formulated strategies that elaborate upon each of the four goals articulated in the Technology Vision Statement. These strategies and the resulting recommendations are described in Section 3 of this report. The strategies, in turn, guided the selection of implementation program elements.

This IT Master Plan aligns with the overall effective governance idea of the Georgetown 2030 Comprehensive Plan, which focuses on ensuring a high level of responsiveness to its citizens by exercising visionary leadership in planning for the future. The 2030 Comprehensive Plan contains the City Council’s policies for growth, development, and beautification of the future city limits and extra territorial jurisdiction area of the city limit area.

Assessment At the outset of the engagement, the Consultant assessed the City’s existing technology resources, their support for the City’s business needs, and future technology requirements. These assessments determined the “Gap” between the current state and future requirements in the dimensions of Organization and People, Applications and Integration, Data, and Technology.

February 3, 2010


These dimensions provide the context for successful implementation of enterprise software applications. The most significant findings from the assessment were as follows:

• The scope of services performed by the City’s IT Department did not include many services that are essential for consistently delivering successful technology projects and support.

• In response, other City Departments were planning projects, acquiring solutions, and implementing systems with little or no support from the IT Department, resulting in silos of processes, technology, and data.

• The City’s IT Steering Committee is a first step in City-wide coordination of technology expenditures and direction, but this Committee’s governance roles and responsibilities have not yet been established.

• Users of most City applications cannot access data or services from other City operational applications, resulting in considerable redundant entry and storage of information.

• A number of departments have similar business needs, which can be addressed by enterprise solutions (as opposed to separate departmental applications).

• In its current configuration, the City’s InCode application suite – used for finance, customer information, and other operational areas – is not capable of supporting the City’s future needs.

• The City’s geographic information systems (GIS) program is well structured, and reaching a level of maturity at which this resource can be leveraged to “spatially enable” a number of other key enterprise and departmental systems.

• The City does not treat its data as an enterprise asset, nor does it have any enterprise data management, documentation, or specialists.

The details of the Assessment are documented in the Appendix to this report, Section 6.1. This project also included a detailed assessment of the City’s Novell network, a detailed assessment of the City’s GIS resources and spatial information needs, and development of a strategy for Disaster Recovery planning. Detailed recommendations in these three areas have been provided to the City separately from this IT Master Plan.

Program Elements The IT Master Plan includes a number of initiatives which have been grouped into the areas of organization and people, technology, applications, “quick wins”, and departmental. The implementation program is designed as a five year commitment, with an overall schedule and budget estimate. For each individual project, its Scope, Expected Benefits, Duration, Cost Estimates, and Interdependencies with Other Projects has been documented. The projects are listed below, and summarized in Section 4 of this report. The detailed project descriptions are included in the Appendix to this report, Section 6.2.

• Organization and People Projects o Technology Improvement Program Management. This project sets in place

February 3, 2010


the program management framework recommended for successfully implementing the organizational, technology, and applications projects recommended in the IT Master Plan.

o IT Department Organization and Management Initiatives. This project expands the City IT Department scope of services and implements a new IT Department staffing model, roles, responsibilities, skills, and training. To meet the City’s future technology requirements, the IT Department skills will include business analysis, database administration and management, and assuming the City’s existing GIS staff and their activities.

o IT Governance. This project establishes roles and responsibilities for the City’s IT Steering Committee to make technology decisions and policies.

o Support for Implementation of Departmental Applications. This project will implement a new support model of other City Departments’ technology projects.

• Technology Projects o Network Transition to Active Directory. This project, which is already in

process, will migrate the City’s networking infrastructure from the current Novell network to a network managed using Microsoft’s Active Directory, providing the City with increase capabilities and a wider range of available commercial off-the-shelf (COTS) software.

o Enterprise Data Architecture. This project is designed to structure data resources to minimize data redundancy, facilitate application integrations, and enable staff to obtain required data from a single source.

o Standardize Desktop and Storage Management. Standardization of desktop configurations will increase reliability, improve help desk effectiveness, and assure software license compliance.

o Disaster Recovery and Business Continuity Planning. This project includes reviewing scenarios, performing risk assessments, establishing priorities, developing recovery strategies, documenting, testing, verifying, and implementing a technology disaster recovery plan.

o E-Mail and Calendaring Platform. The City will bring all users to the same version of its Lotus Notes system, and will evaluate the business case for replacing this application.

o Enterprise Information Portal. This project will design and implement a City-wide information portal strategy, including an employee version for the City’s Intranet and additions to the City’s citizen-facing presence through various Internet channels.

• Applications Projects o Customer Information System, Advanced Metering Infrastructure, and

Public Safety Computer Aided Dispatch and Records Management System. These implementation projects were already committed prior to the IT Master

February 3, 2010


Plan.

o Financial Management System. This project will implement an integrated suite of Financial Accounting applications (including Payroll) to replace the City’s existing InCode system.

o Asset Management System. An enterprise asset management system will be implemented for use by Water Services, Electric Transmission and Distribution, Streets, Parks, and Facilities Construction and Maintenance.

o Human Resources System. An integrated suite of Human Resources applications will be implemented to replace the City’s existing InCode system.

o Records Management and Document Management System. This project will implement Electronic Document Management System technology and provide support to the City-wide Records Management program.

o Master Address Validation. This project will implement technology, procedures, and integration to validate all situs address entries – in multiple City applications – against the City’s master address list.

o GIS Integration. This project will “spatially enable” several of the City’s technology systems by integrating them with the capabilities of the City’s geographic information system.

o Electric Work Management System. This project will build upon the capabilities of the Enterprise Asset Management System to provide Electric Services with additional “Work Management System” functionality.

o Land Development Management System. This project will implement an integrated application that tracks the entire land development process from applications through Certificates of Occupancy.

o Performance Measurement System. This project will implement an enterprise Performance Measurement System, including integrating with existing operational applications and reporting City-wide performance objectives.

• Quick Wins o A number of desired projects are included in the IT Master Plan as “Quick Wins”.

Quick Wins are defined as beneficial projects that can be accomplished in parallel to the major technology projects recommended in the IT Master Plan, without detracting from the City’s focus on the program. These projects are beneficial, have small resource needs, a low degree of difficulty, comply with City technology standards, and do not interfere with executing IT Master Plan projects.

• Departmental Application Quick Wins o A number of departments have business needs for enhancements to existing

applications. The City IT Department’s new support model is designed to support these departmental applications, including implementation of the pending

February 3, 2010


enhancements and providing ongoing support.

Program Schedule The list of recommended projects must each be executed in an organized and programmatic manner that reflects the project dependencies and the City’s capacity constraints. The Technology Program implementation schedule is designed to reflect City users’ ability to absorb new technology and related business process improvements, as well as the IT Department’s capacity to support these efforts.

The schedule below represents a high-level roadmap organized by quarter within each fiscal year for the next five years. For each fiscal year, it is recommended that more detailed tactical plans, scopes of work, budgets, and schedules be developed for the City of Georgetown technology improvement program. The implementation schedule presents each project and the fiscal quarter in which it is scheduled to be active. The color coding indicates the Phase of the System Implementation Life Cycle which will be taking place, as follows:

Yellow – Plan, define, and design/select

Orange – Construct, deploy

Grey – Support, enhance

Blue – Multi-year deployments and/or enhancements of existing applications

The City of Georgetown technology improvement program schedule is illustrated on the following page.

February 3, 2010


February 3, 2010


2. Project Background The goal of this project is to define the City of Georgetown’s information technology vision and to better align its technology activities with its business strategies through the development of an Information Technology (IT) Master Plan. This plan includes recommended organizational changes, technology implementation projects, business process improvements, and expenditures that will be required over the next five years to execute the plan.

2.1. Background of Change The impetus for this IT Master Plan is a result of strategic challenges to the City, originating both externally and internally. Many of Georgetown’s external business challenges are similar to those facing numerous local governments today. These external business drivers include the following:

1. Changing economic conditions. The current decrease in economic activity has impacted sales tax and other revenue sources. Reduced real estate prices have impacted property values and ad valorem tax revenue. The reduced rate of growth in the City has caused a decrease in impact fees and other growth-related revenues. As a result, the City needs to reduce costs and/or deliver more service for the same budget.

2. State and Federal regulatory mandates. New and anticipated “unfunded mandates” continue to increase the services provided by local governments.

3. Increasing customer expectations. Citizens’ expectations for service levels are set by their interactions with other service organizations, which continue to “raise the bar” for improving customer service levels.

4. Focus on conservation and “being green”. Environmental awareness, sustainability, and conservation are permanent changes in the way all public sector organizations do business.

5. Utility deregulation. The electric utility industry in Texas is less regulated than in most of the United States, resulting in significant opportunities and challenges for Cities like Georgetown that provide electric utility services.

6. Changing workforce. As significant numbers of “baby boom” generation employees retire, their knowledge of the City and skills must be conveyed to new staff members.

7. Aging infrastructure and stewardship of public assets. Streets, electric, water, sewer, buildings, parks, and other public infrastructure require significant maintenance throughout their life cycle, and eventual replacement.

In addition, the City has experienced substantial growth prior to the recent economic downturn, bringing rapid change, new demands for City services, and resulting workload increases for staff. The following internal drivers for change are a result of the growth experienced by Georgetown:

1. Citizens and their expectations. The people moving to Georgetown are above average in income and education, as well as many retirees. They expect high service levels and good customer service in all encounters with their City government.

December 23, 2009

12

2. Volume of transactions. As the City’s population has increased geometrically, the number of transactions handled by the City staff has also increased geometrically.

3. Business processes must change. When there were few enough City workers that they all knew each other, informal business processes worked. In a much larger organization, optimized business processes supported by technology are necessary.

4. The 2010 Census is expected to confirm that Georgetown’s population exceeds 50,000. This will result in the City government taking on new responsibilities, including obtaining an NPDES permit for storm drainage and taking over maintenance of traffic signals that are currently the responsibility of the State of Texas (quadrupling the number of signals maintained).

The situation presents significant opportunities for improved efficiencies of operations, which can best be achieved through an integrated, City-wide technology planning approach. This plan must address City-wide requirements and the Departments’ individual needs, as well as incorporate necessary linkages to critical information technology and business process activities throughout the City government.

The City has identified a number of objectives for employing information technology. These objectives are aligned with the City’s needs to improve performance in response to the external and internal drivers listed above. The City will apply information technology:

• To improve customer service internally and externally • To deliver municipal services as cost effectively as possible • To improve decision support for managers and staff • To deliver the right information in a timely manner to managers and staff regardless of

where they are located • To control operations, especially in the field • To implement enterprise performance measurement • To improve teamwork through the use of technology for communication, coordination,

and decision support

The City has responded to these drivers by conducting an information technology strategic planning study. The resulting IT Master Plan was intended to serve as the foundation for every future information technology initiative. Achieving the City’s technology objectives requires meaningful integration of information and practices throughout the organization – thereby eliminating redundant, inefficient information “silos.” The planning project included developing a thorough understanding of specific business drivers, organizational challenges, visions, objectives, and existing information resources. The planning project will also sought to achieve a high level of stakeholder buy-in and understanding throughout the process, which supports successful IT planning now and in future years.

2.2. IT Master Plan Objectives Driven by these external and internal factors, the City identified a number of objectives for this IT Master Plan. The project approach and work plan have been formulated to achieve the following objectives:

December 23, 2009

13

• Assessment of existing technology uses and practices. • Assessment of the IT staff resources and governance structures. • Identification of City-wide business needs for applying technology. • Definition of the IT Steering Committee’s structure to most effectively address City

information management needs and recommendations. • Development of strategies to achieve City goals and priorities. • Recommendation of specific immediate and long-term projects. • Organization of these projects into a technology plan to attain the City’s objectives for

using technology. The City of Georgetown has commissioned the professional consulting services of Westin Engineering, Inc. (“Westin”) to assist in developing the IT Master Plan. Westin’s approach, which has proven effective in numerous other local governments, provides the framework for realizing the value of information technology and system investments – including business performance monitoring and reporting, improving business processes, information and knowledge sharing, resource coordination, and financial/cost analysis. To support its effort to improve and to more effectively deal with its business challenges, the City is seeking to define and articulate its information technology vision and better align its business applications and technology management with the needs of the business. The IT Master Plan is expected to be a catalyst for enhancing the City’s technology capabilities in support of its efforts to drive performance improvement strategies, core business effectiveness, operational efficiency, enterprise asset management, and customer service responsiveness.

The development of an IT Master Plan provides the foundation for the following:

• Ensuring support for accurate and timely information with regard to key business performance metrics.

• Aligning information management technologies and applications with the City’s mission, vision, and performance strategies.

• Enabling business process improvements throughout all City Departments and Divisions.

• Helping to sustain continuous improvement – including improvements to asset management, regulatory management, and financial management programs.

• Defining a strategic direction and plans for information management applications projects.

• Integrating information management technologies and applications with City business processes to drive continuous performance improvement throughout the City of Georgetown.

This project also included a detailed assessment of the City’s Novell network, a detailed assessment of the City’s GIS resources and needs for spatial information, and development of a strategy for Disaster Recovery planning. Detailed recommendations in these three areas have been provided to the City separately from this IT Master Plan.

December 23, 2009


3. Key Strategies The development of the IT Master Plan was guided by (1) the City’s Vision Statement for using technology, and (2) a set of strategic recommendations. Both of these were developed by the City’s IT Steering Committee, facilitated by Westin’s consulting team. This process integrated enterprise and departmental improvement opportunities to produce a set of strategies that guided selection of implementation program elements.

3.1. Technology Vision Statement The City’s IT Steering Committee defined the following vision for utilizing information technology:

The City of Georgetown will be a model for utilizing information technology to support the City’s business processes, deliver services to its citizens, and empower its customers to interact with various departments through a single “Portal” to facilitate one-stop services by:

• Providing inter-organization automated business processes to meet internal needs;

• Providing an enterprise-wide IT support organization to identify new technology needs and requirements throughout the City;

• Providing solutions that support enterprise information integration and compatibility with existing and planned technology; and

• Providing a single point of access integrated with various systems giving every user the information they require.

The four goals articulated in the Technology Vision statement will be elaborated upon in the formulation of strategies.

3.2. Goal #1: The City of Georgetown will provide inter-organization automated business processes to meet internal needs.

This goal is addressed by improving business processes; managing the justification, selection, and deployment of projects; and managing data like the valuable City resource that it is.

Strategies: • Manage data and other IT resources as enterprise resources

• Emphasize multiple uses of data that is entered one time

• Provide single integrated view of customer interactions across all City departments

• Provide skills for system development elements such as requirements gathering

• Implement process for justifying new applications or process improvements through business case that documents business needs

• Implement change management processes within City

Recommendations: • Establish project management standards and processes

December 23, 2009


• Establish a standard process for software selection

• Establish standard processes for technology project management, software implementation, deployment, change management, configuration management, and support

• Perform project planning, scheduling, estimating, budgeting, tracking, and staff coordination

• Comply with and support City-wide Program Management Office standards and practices

• Document existing data resources

• Develop an enterprise data model, including a data dictionary, to capture information needs throughout the City and to guide the implementation and integration of new information management systems.

• Define practices for data reuse and availability, including security, naming conventions, metadata, documentation of expected update frequency, documentation of expected quality and accuracy, and records management

• Define current and future (needed) data flows among data resources

• As new systems are implemented, develop a centralized data repository for reporting and historic trend analysis.

• Integrate data stewardship practices into all IT activities.

3.3. Goal #2: The City of Georgetown will provide an enterprise-wide IT support organization to identify new technology needs and requirements throughout the City.

This goal is primarily addressed by recommendations regarding the IT Department’s scope of services, and other organizational and people-related issues.

Strategies: • Define services provided by IT Department

• Establish Business Analyst team within IT Department

• Provide training in business analysis and City project justification methodologies to designated department staff

• Acquire database administration skills

• Establish organizational change management capability

Recommendations: • Broaden the IT Department‘s scope of services to include:

o Business analysis and business process design

o Requirements gathering

o Technology selection and contracting

December 23, 2009


o Packaged software configuration and integration

o Implementation project management

• Technology standards, policies, and enforcement

• Develop and implement staffing model, roles and responsibilities

• Training in and acquisition of skills in additional technology areas

• Reporting support for key applications

• Establish a standard process for software selection

• Establish standard processes for departmental technology project management, software implementation and deployment

• Develop and implement a new organizational service model for technology support to other City Departments

• Implement project management best practices, methodology, processes and procedures

• Implement software development life cycle processes

• Implement performance metrics including cost metrics for City IT

3.4. Goal #3: The City of Georgetown will provide solutions that support enterprise information integration and compatibility with existing and planned technology.

This goal is primarily addressed by recommendations regarding IT Governance within the City government.

Strategies: • Define roles, responsibilities, and bylaws of the IT Steering Committee

• Implement a process for making decisions on investing in technology

• Develop and adhere to technology standards and policies

• Manage IT procurements in a consistent, coordinated manner

• Develop and utilize standard IT procurement requirements, including standards and acceptance testing

Recommendations: • Reconfigure the existing IT Steering Committee and define its roles, responsibilities, and

bylaws for IT governance and executing the City’s technology vision; these may include the following:

o Setting policies

o Managing the City’s portfolio of existing and proposed applications

o Allocating resources

o Communicating technology issues to the customer organizations

o Oversight, guidance, and barrier removal to support successful project delivery

December 23, 2009


o Executive decisions on program risks, issues, and scope changes that are escalated to this level

o Defining performance objectives for technology investments & measure outcomes against objectives

o Performing the necessary planning to address integration and emerging technologies

o Periodically updating the technology strategic plan

• Monitor IT Department performance metrics including cost metrics

• Identify the roles, responsibilities, and relationships for City staff and organizations performing technology functions outside the City IT Department

3.5. Goal #4: The City of Georgetown will provide a single point of access integrated with various systems giving every user the information they require.

This goal is primarily addressed by recommendations regarding Integration and decision support (both of which require the data management recommendations under Goal #1), and desktop standardization.

Strategies: • Determine needs of users

• Implement upgrades to existing systems or replacements to support enterprise integration, as needed

• Develop Web-based applications for consolidating data into easily understood summaries of activity, for public and staff

• Use geospatial data to tie business processes together across the enterprise

• Work to reduce existing data silos and minimize creation of any additional ones

• Develop techniques for pooling data from multiple systems into a seamless-appearing data resource for querying and reporting

• Expand access to query and analysis tools for end-users

• Develop appropriate metadata for systems to guide end users in selecting the correct data to meet their needs

• Standardize desktop setups and configurations, and catalog the applications that individuals have on their desktop computers

Recommendations: • Develop and implement a new organizational service model for technology support to

other City Departments, including Departmental applications

• Implement project management best practices, methodology, processes and procedures

• Develop capabilities to support integration of GIS with multiple applications as the need and capability for such integration arises, thru maximizing the reusability of integration

December 23, 2009


tools

• Build upon initiatives in data architecture, performance measurement, and records and document management to develop an enterprise information portal that serves the information needs of staff and citizens,

• Adopt policies for desktop and storage management improvements

o Desktop and laptop standardization

o Streamlined PC configurations

o Storage management standards

• Administrative management of desktops and laptops

• Incident management procedures, tools, reporting, and metrics

• Software license inventory

• Software license management procedures and tools

December 23, 2009


4. The Program Plan The City’s existing technology resources, their present support of business needs, and future business requirements for technology were assessed along the following dimensions:

• Organization and People

o Services

o Organization

o Governance

o Personnel

o Managing Change and Uncertainty

• Applications and Integration

• Data

• Technology

o Physical Assets

o Security

All of these dimensions must be managed to assure successful achievement of the City’s IT Vision and the Strategies identified above. The Assessment Findings are summarized in the Appendix to this report, Section 6.1.

The Program Plan was developed to implement the IT Vision and the Strategies identified above. This plan is designed to be implemented as a “Program”, which contains an integrated set of identified and prioritized projects. Program management consists of a dedicated staff with an enterprise perspective using proven methodologies to implement the projects, business process improvements, and integrations recommended in this plan. Program management is successful in executing complex, multifaceted efforts because of its:

• Focus on the overall technology vision and on addressing the City’s business needs

• Central management of all related projects, business processes, and integration activities

• Application of ALL the resources and skills needed to successfully achieve the business objectives for technology investments

• Minimizing “trial and error”, resulting in faster realization of tangible business benefits.

The description of “Technology Improvement Program Management” (in Section 4.1 below and in more detail in Section 6.2) provides additional information on implementing this Program Plan.

A summary of the projects in the Program Plan is provided below. Detailed descriptions of each project’s scope, benefit types, outcomes, dependencies, and duration are included in the Appendix to this report, Section 6.2. The overall IT Master Plan is divided into five areas, all of

December 23, 2009


which are critical to the success of the program: (1) Organization and People, (2) Applications, (3) Technology, (4) Quick Wins, and (5) Departmental Applications. The projects that are summarized below are grouped into these areas, which will run concurrently during throughout the five year planning period for this project.

4.1. Organization and People Projects Technology Improvement Program Management. The execution of an IT Master Plan requires the application of Program Management principles. By adopting Program Management principles, top performing local governments have been able to implement the integrated solutions identified in IT Master Plans and drive significant business performance improvements. The standard definition of Program Management is the centralized coordinated management of a program to achieve the program’s strategic benefits and objectives. The responsibilities of Program Management include providing effective communications, program monitoring, and budget control. Program Management also implements consistent change and risk management, and establishes common program management tools, policies, and procedures.

IT Department Organizational and Management Initiatives. This project addresses the scope of services provided by the City’s IT Department, organizational relationships, personnel resources, and managing change and uncertainty. The project’s objectives include broadening the IT Department’s scope of services to support best practices in designing, selecting, contracting for, and implementing applications. These best practices include business analysis and design, requirements gathering, package configuration and integration, deployment, and implementation project management. The IT Department will adopt a System Development Life Cycle of planning, defining, designing, constructing, deploying, and supporting systems.

Management initiatives include developing and enforcing the City’s technology standards and policies, supporting City departments’ applications, and initiating IT Department performance metrics. This project also includes implementing a new IT Department staffing model, roles, responsibilities, skills, and training, and an enhanced organizational model for serving other City Departments’ technology needs. As an organization, the IT Department team will include a different composition of skills, adding business analysis, database administration and management, and assuming the City’s existing GIS staff and their activities. Of particular significance will be the establishment of business analyst positions, who will support other City Departments with business process analysis, business requirements definition, system selection assistance, and deployment support.

IT Governance. This project will build upon the City’s experience with its IT Steering Committee to establish a permanent structure for allocating and prioritizing the City’s technology investments. This will include reconfiguring the existing IT Steering Committee and defining its roles, responsibilities, and bylaws for performing IT governance and executing the City’s technology vision. Example roles include setting policies, prioritizing potential projects and

December 23, 2009


activities, allocating resources, communicating technology issues to other City departments, removing barriers to successful project delivery, and making executive decisions on program risks, issues, and scope changes that are escalated to this level. The resulting IT governance body will also identify the roles and responsibilities related to technology for other people and organizations in the City, and will monitor the IT Department’s performance metrics.

Support for Implementation of Departmental Applications. This project will implement a new support model for other City Departments’ technology projects. Standard services to be provided in support of technology implementations will include IT Department assistance in business analysis and process design, requirements gathering, technology selection and contracting, Commercial Off-the-Shelf (COTS) software configuration and integration, and implementation project management. The IT Department’s assistance will also include ensuring that Department technology activities carry out the City’s technology standards and policies, and providing support and administration of the resulting systems. These services will be applied to the following Departmental application projects:

• Recreation application upgrades

• Library Operations application upgrades

• Library Citizen Technology Services upgrades

• Project Documentation Management application upgrades

• Municipal Court application upgrades

• Traffic Counts application upgrades

• Digital Sewer Line TV Inspection upgrades

4.2. Technology Projects Network Transition to Active Directory. This project (which has already begun) will migrate the City’s networking infrastructure from the current Novell network to a network managed using Microsoft’s Active Directory (AD) product. A design specification for implementing Active Directory has been developed as part of the IT Master Plan activities. This design, which will be implemented during this project, considers the City’s current and anticipated technology projects.

Enterprise Data Architecture. Data is a critical resource within any organization. To achieve the maximum value from each element of information, it must be designed for reusability by multiple applications within the enterprise. The goal of this project is to design a data architecture that structures data resources and information systems to capture a data element in a single authoritative source, and provide efficient linkages among systems such that data can flow from the source to all consuming systems and users. This project will employ a combination of business and technical standards and practices, which must be implemented throughout the City organization to achieve the goals described above.

Standardize Desktop and Storage Management. The City’s IT Department cannot provide optimum support for an unlimited variety of different applications, versions, and configurations among City-supported desktop and laptop computers. This project will implement desktop

December 23, 2009


standardization and storage management initiatives designed to increase the efficiency and effectiveness of help desk and data center operations, resulting in increased reliability and improved help desk service. Other key project activities by the IT Department will include initiating administrative management of the City’s desktops and laptops; implementing tools, procedures, and metrics to report on incidents; continuing its server virtualization activities and investigating desktop virtualization options; compiling an inventory of the City’s software licenses; and implementing tools to manage software license compliance.

Disaster Recovery and Business Continuity Planning. The disaster recovery plan approach and elements developed during the IT Master Plan will provide the framework for the development of the City’s IT Disaster Recovery Plan. In addition, the business priority components of a Business Continuity Plan will be defined to drive the IT Disaster Recovery planning activities. This project will include reviewing various scenarios, performing risk assessments, establishing priorities, developing recovery strategies, documentation, testing, verification, and implementation of the plan.

E-mail and Calendaring Platform. During this project, the City will determine whether to improve or replace its existing Lotus Notes system for e-mail and calendaring. At the least, all users will be brought on to the same version of Lotus Notes, and enhanced tools for email, calendaring, and other office productivity functions will be deployed. Lotus Notes will also be integrated with Active Directory, and extended to support the City’s mobile devices. It is anticipated that in approximately 3 years, the City will re-examine the business case for possibly replacing Lotus Notes.

Enterprise Information Portal. This project will design and implement a City-wide information portal strategy, incorporating an employee version for the City’s Intranet and additions to the City’s citizen-facing presence through various Internet channels. It will build upon this plan’s enterprise data management recommendations and business intelligence technology, and will have the objective of providing every employee with the information needed to perform his/her job, where, when, and in the format required, given security privileges. The public portal will organize publicly-available data to increase usability and governmental transparency.

4.3. Application Projects Note that the City was already committed to the implementation of three major application projects prior to the development of the IT Master Plan. These three projects are as follows:

• Customer Information System (CIS)

• Automated Meter Infrastructure System (AMI)

• Public Safety Computer Aided Dispatch and Records Management System (CAD)

These are included in the Program Timeline (Section 6.3) to recognize that they will require City and IT Department resources and management attention, thereby influencing the resources available for the IT Master Plan’s other projects.

During the assessment of City Departments’ business and future technology needs, it was discovered that a number of departments have similar business needs, which can be addressed by enterprise solutions (as opposed to separate departmental applications). Most of the

December 23, 2009


following application projects are “enterprise solutions”, that serve multiple City departments, and/or support business processes that involve multiple departments.

Financial Management System (FMS). This project will implement an integrated suite of Financial Accounting applications (including Payroll) to replace or upgrade the City’s existing InCode financial applications. Improved reporting capabilities, integrations with other enterprise systems and internal to the FMS suite, and FERC accounting are among the City’s requirements for enhanced functionality from the new FMS.

Enterprise Asset Management System (EAMS). This project will implement an enterprise asset management system, which will be used by the City’s Water Services, Electric Transmission and Distribution, Transportation Services, Parks, and Facilities Services operations. The resulting application will integrate infrastructure asset data, transactions (including service requests, work orders, preventive maintenance, inspections, and resource usage), analysis, and reporting. It is anticipated that a COTS EAMS software package will be selected as the City’s standard, and implemented in Phases by the using organizations.

Human Resources System (HRIS). This project will implement an integrated suite of Human Resources applications that are fully integrated with the Financial Management System, to replace or upgrade the City’s existing InCode human resources applications. Among the high priority functional improvements to improve efficiency are employee self service, improved reporting capabilities, and reduction of redundant data entry and storage.

Enterprise Records Management and Electronic Document Management System. This project will implement Electronic Document Management System technology, and provide support to the City-wide Records Management program. The project includes developing requirements for document management, content management, and records management software; and evaluating the applicability of existing City document management applications (being used in Systems Engineering and Courts).

Master Address Validation. This project will implement technology and supporting procedures to validate all situs address entries against the City’s master address list. This will include the development of the City’s master street name and situs address lists, implementation of procedures to maintain these, and deployment of tools to enable other applications to validate situs address entries against the City’s master address list.

GIS Integration. This project will “spatially enable” several of the City’s technology systems by integrating them with the capabilities of the City’s geographic information system, thus providing capabilities to perform spatial analyses, generate maps, and / or access geographically. The project will include developing reusable integration tools and standards that match the City’s existing GIS, and applying these to link GIS objects with the corresponding data elements in the City’s other applications. It is anticipated that the integration of GIS with multiple City applications will be implemented in Phases.

Land Development Management System. This project will implement an integrated application that tracks and manages the entire land development process including applications, plan reviews, permits, inspections, fees management, and Certificates of Occupancy. Multiple departments are involved in administering this process. This project will include developing business process-based requirements, selecting a COTS system, and implementing the selected system and optimized business processes for the entire land development and building

December 23, 2009


process.

Enterprise Performance Measurement System. This project will implement an Enterprise Performance Measurement system, employing Business Intelligence (BI) technology to build integrations with departments’ existing operational applications (e.g., CIS, SCADA, Finance, Asset Management, Land Development, EAMS, etc.). A cascading set of performance objectives will be developed through the City organization. BI technology will provide tools for extracting data from operational applications, for the development of scorecards to track progress toward objectives, and for managing data quality and automating report assembly.

Electric Utility Work Management System. This project will integrate with and build upon the capabilities of the Enterprise Asset Management System to provide Electric Services with additional “Work Management System” functionality. The additional functionality includes project design tools (including integration with the City’s existing GIS and Milsoft electrical engineering design and outage management applications), estimating and hurdle rate calculation, project planning and scheduling, and transferring costs to the Financial Management System.

4.4. Quick Win Projects A number of desired projects are included in the IT Master Plan as “Quick Wins”. Quick Wins are defined as beneficial projects that can be accomplished in parallel to the major technology projects recommended in the IT Master Plan, without detracting from the City’s focus on these major technology projects. Specifically, Quick Wins have the following characteristics:

• Beneficial

• Relatively small resource needs (funds, time, expertise)

• Relatively low degree of difficulty (risk, technologies)

• Comply with City technology standards

• Don’t interfere with executing Master Plan

The recommended projects align with the City’s technology goals in the areas of meeting citizen expectations and improving customer service. The next several paragraphs define recommended Quick Win projects.

City-Wide Standards and Policies for External Websites. This project will develop standards and policies that enable the City to manage its message and maximize the service provided by its website and social networking channels. Specific standards to be developed will address privacy, look and feel, approval of content, responses to citizens, technology formats, ADA compliance, and Departmental websites.

Digital Video Capabilities. This project will implement equipment, software, and training for creating, editing, and delivering streaming video. Using organizations will include Public Information, Public Safety, and Parks.

Integration of Muni Agenda with Digital Video. This project will perform the integration required to link agenda items in Muni Agenda as indices to locate related video segments from

December 23, 2009


City Council meetings. With this capability, citizens will be able to use the City website to access streaming video of the portions of City Council meetings associated with City Council Agenda items.

Video Conferencing. This project will implement equipment, software, and training for hosting and participating in internal and external video conferences. This will be a tool for training and communication, reducing travel, and reducing citizens’ needs to come to meetings at City sites.

4.5. Departmental Applications Projects A number of departments have business needs for enhancements to their existing applications. These applications have been implemented to serve specific departments and their “customers”, and these departments’ needs do not warrant complete replacement of the applications. Many of the characteristics of the desired enhancements are similar to the “Quick Wins” defined above. In other words, the departmental applications require relatively few resources, are not difficult, do not interfere with the execution of the IT Master Plan, and comply with the City’s technology standards. The following department applications projects fit this criteria:

• Recreation system enhancements

• Library Operations system enhancements

• Library Citizen Technology Services enhancements

• Project Documentation system enhancements

• Municipal Court system enhancements

• Traffic Count system enhancements

• Digital Sewer Line Television Inspection system enhancements

These projects largely align with the City’s technology goals in the areas of meeting citizen expectations, improving customer service, improving cost-effectiveness, and providing information where and when needed.

In the past, acquisition and support for these applications has been funded by the using departments through the City’s budgeting process, and it is recommended that this practice be continued. However, unlike prior departmental application projects, these will be supported by the City’s IT Department. One of the projects described in Section 4.1 above is titled “Support for Implementation of Departmental Applications”. That project is designed to put IT Department resources in place to provide the following assistance to these departmental application efforts:

• Provide support for technology implementation and deployment, including




o Software configuration and integration

December 23, 2009



• Implement project management best practices, methodologies, processes and procedures

• Implement City technology standards and policies.

By participating in the implementation of these upgrades, the IT Department staff is expected to become sufficiently proficient in these Departmental applications to be able to provide systems administration support.

December 23, 2009


5. Expected Benefits Some of the results of implementing the projects defined in the Program Plan are expected to be the following:

Improved Productivity • Reduced time and effort needed to capture and enter data

• Reduced time and effort required to locate, report, and analyze information

• Reduced administration; frees staff for more complex tasks

• Improved ease of use

Improved Customer Service • Improved responsiveness to citizen requests for service and/or information

• Improved consistency and quality in handling citizen service requests, issues, and complaints

• Faster turnaround on requests for information by citizens, City staff, and other agencies

• Faster and more reliable service hand-offs between City departments

Improved Decision Support • More timely and consistent responses, especially regarding issues related to citizen,

operations, development, and policies

• Reduced submission errors, improving data quality

• Reduced data losses and document misplacements

• Improved ease of data accessibility

Improved Return on City Technology Investments • Improved access to City information by all managers and staff

• Improved performance and utilization of existing systems

• Business processes optimized to fully exploit the potential of newly implemented technology

• Technology delivering service level improvements and enhancing the effectiveness of City services

• Improved support for City-wide technology initiatives

• Expanded value and utilization of the City’s Geographic Information System

Improved Positioning of the City for Future Change • Allows the City to adopt more flexible and adaptable technologies

• Improved ability of the City to cope with the pace of technological change

• Improved value of performance measurement and benchmarking

December 23, 2009


Summary In summary, the City’s IT Master Plan provides the long-term foundation for aligning business and technology. This effective alignment of business and technology strategies will contribute significant benefits in efficiency, service levels, and effectiveness as business and technology performance contribute to one another to produce operational improvements.

December 23, 2009


6. Appendices

6.1. Assessment Overview The Westin consulting team assessed the City’s existing technology resources, their support for the City’s business needs, and future technology requirements. These assessments determined the “Gap” between the current state and future requirements in four dimensions: Organization and People, Applications and Integration, Data, and Technology. These dimensions provide the context for successful implementation of enterprise software applications. The findings of this assessment are summarized below.

6.1.1 Notable Accomplishments The following technology accomplishments by City of Georgetown managers and staff deserve mention:

• Geographic Information Systems (GIS)

o The Planning and Development Department has implemented a city-wide GIS program that is well structured and meeting many current needs.

o This effort is reaching a level of maturity at which this resource can be leveraged to “spatially enable” a number of other key enterprise and departmental systems.

o The Utility Systems Division is using GIS for mapping assets to support modeling and connectivity for outage management.

• Engineering’s Electronic Document Management System

o The Systems Engineering Department has implemented a departmental document management system, which contains 15,000 pages of plans and as-builts for 800 projects.

o In addition to Systems Engineering, this system is used by the Utility Systems Division, Facilities Construction and Maintenance, and the Streets Department.

• Muni Agenda

o All City Departments submit City Council agenda items to the City Secretary using this system, which compiles and publishes the agendas.

• Server Virtualization Project

o This ongoing effort by the IT Department consolidates servers, thus reducing the City’s investment without impacting user performance or reliability.

6.1.2 Organization and People – Identified Gaps Within the dimension of Organization and People, the Consultant evaluated the following aspects: Scope of services, Organization, Governance, Personnel, and Management of Change and Uncertainty. The identified gaps in these areas can be summarized as follows:

December 23, 2009


• Scope of Services Performed by the City’s IT Department

o Typically, local governments’ centralized information technology departments provide the services identified in Figure 6.1 below:

Figure 6.1

o Because the scope of the City’s IT Department has not included meeting the broad range of the City’s technology needs, it has not employed staff which has skills and experience defining, selecting, and deploying systems.

o Few staff in other City Departments have any technology skills or experience; their technology responsibilities have been in addition to their primary job functions.

o Each department has focused upon its own needs, with little collaboration, integration, standardization, economies of scale, or addressing of enterprise requirements.

o The result has been silos of processes, technology, and data. • Organization

o The IT Department has focused on network infrastructure, servers, and email. o When other City Departments need support in other areas such as acquiring,

implementing, and utilizing technology resources, the IT Department has been ignored or bypassed.

December 23, 2009


o Some Departments have acquired IT staffing and other resources which are not coordinated by the enterprise IT Department.

• Governance o Until the City’s IT Steering Committee was initiated in late 2008, there was very

limited City-wide coordination of technology expenditures and direction. o The governance roles and responsibilities of the IT Steering Committee have not

yet been established. o The City has a minimum of technology policies and enforcement. o Technology procurement specifications and processes are not standardized or

consistent. • Personnel

o The City lacks sufficient capacity in key technology skill areas that include creating technical specifications, integrating new and existing solutions, data base administration and management, application programming, and high-end analysis and report development.

o Some key technology skills are housed in City departments outside of IT (e.g., the City’s GIS skills are located in the Planning and Development Department).

o Departments often have only one individual who handles technology responsibilities in addition to their other duties.

o The City staff does not include expertise in business process analysis, workflow improvement, requirements gathering, and other business planning techniques.

• Managing Change and Uncertainty o The City has no formal process for identifying how technology can support

externally-initiated changes. o The City has no formal change management practices for administering process

changes associated with the implementation of new technology. o There are no consistent change management procedures for testing and putting

new software into production, including upgrades and new releases of existing applications.

o The City lacks adequate documentation of its technology infrastructure to support quick assessment of the potential impacts of change, or for planning to accommodate changes.

6.1.3 Applications and Integration – Identified Gaps Within the dimension of Applications and Integration, the Westin consulting team evaluated the following aspects: Extent to Which Applications Needs are Being Met, Potential Enterprise Applications, Potential Departmental Applications, GIS Capabilities, and Integration. The identified gaps in these areas can be summarized as follows:

• Extent to Which Applications Needs are Being Met o Users of most City applications cannot access data or services from other City

operational applications. o As a result, there are many manual handoffs between systems, including

consider manual data transfer and redundant entry o Spreadsheets and other available tracking tools are widely used to perform

functions that are not available from the City’s operational applications. o Staff has challenges in compiling required reports, including the following:

Data is available but the applications have inadequate reporting tools Data is not available in the required formats

December 23, 2009


Data must be manually consolidated from multiple sources. o The City’s InCode application suite, used for finance, customer information, and

other operational areas, is not capable of supporting the City’s future needs for the following reasons: The applications lack needed functionality that is available in

contemporary alternatives The InCode applications’ lack of reporting and flexibility are significant

barriers for City users Because of InCode functionality issues, most departments have

significant unmet business needs The City’s InCode applications cannot be cost-effectively modified or

integrated to meet the City’s business requirements. o Many users expressed dissatisfaction with the City’s standardization on Lotus

Notes, including concerns with the following: The application’s “look and feel” Configuration issues The fact that not all City users are on the current versions Business issues regarding archiving, sorting by subject, and conversion

to other document formats. • Potential Enterprise Applications – a number of City departments have similar business

needs, which can be addressed by enterprise solutions (as opposed to separate departmental applications), including:

o Financial Management o Enterprise Asset Management o Human Resources o Electronic Document Management and Records Management o Land Development and Permits o Performance Measurement o Digital Video and Integration with Muni Agenda o Mobile Deployment and Integration o Project Management o Master Address Validation o GIS Integration o E-mail

• Potential Departmental Applications and enhancements include the following: o Electric Services Work Management System o Public Safety Computer Aided Dispatch (a replacement system has been

selected and implementation is planned for 2010) o Police Records (a replacement system will be implemented with the Public

Safety Computer Aided Dispatch project in 2010) o Fire Records (a replacement system will be implemented with the Public Safety

Computer Aided Dispatch project in 2010) o Customer Information System (a replacement system has been specified and

implementation is planned to begin in 2010) o Street Department compilation of Right of Way Appurtenances Into GIS o Recreation application enhancements o Library Operations application enhancements o Library Citizen Technology Services enhancements o Project Documentation Management application enhancements o Municipal Court Case Management application enhancements

December 23, 2009


o Traffic Counts application enhancements o Digital Sewer Line TV Inspection enhancements o Advanced Metering Infrastructure (a replacement system has been specified and

implementation is planned to begin in 2010) • GIS Capabilities

o The City’s GIS program is well structured, and reaching a level of maturity at which this resource can be leveraged to “spatially enable” a number of other key enterprise and departmental systems.

o The City’s GIS data architecture and standards are managed in the Planning and Development Department, although this function is viewed as an enterprise resource.

o The GIS group has limited ability to create applications and develop integrations, but this capability is improving.

o GIS development has not consistently been coordinated with other IT activities at the City.

o Infrastructure issues limit the ability of other City applications and other City Departments’ users to utilize existing GIS capabilities.

o The GIS staff in the Utility Services Department is capable of developing and supporting a suitable asset registry building upon the City-wide GIS resources, but the current spatial data model is not adequate to support the anticipated asset management needs.

o Existing GIS functionality is sufficient to begin large-scale “spatial integrations” with operational applications.

• Integration o The City’s prior uncoordinated, decentralized approach to application

procurement has limited the ability to share data among systems. o There are several opportunities for the City to integrate its processes, data, and

applications. o Integration of some existing systems will require custom coding and mitigation of

some technical barriers. o Integration should be a mandatory requirement for future application

procurements.

6.1.4 Data – Identified Gaps Data is an important enterprise resource which must be managed and protected. This is an underlying principle of the following Data Management gaps:

• The City of Georgetown does not recognize or protect data as an enterprise asset. • The City does not have any enterprise data management or documentation in place, nor

does it have any data management specialists (e.g., database administrators, data modelers).

• Reporting capabilities vary with systems, but overall are not meeting users’ needs. • The City’s siloed systems create obstacles to sharing data across applications. • Users must query individual source systems, usually one at a time, to obtain data. • There is no data warehouse (storing data from multiple applications) or reporting

repository.

6.1.5 Technology – Identified Gaps Within the dimension of Technology, the Consultant evaluated the Physical Assets and Security.

December 23, 2009


The identified gaps in these areas can be summarized as follows:

• Physical Assets o The recent machine room at the IT Department addresses many facilities

concerns, but the IT Department does not have control over the physical configuration or the environment.

o The City’s servers appear generally adequate, especially with the ongoing virtualization efforts.

o The Storage Area Network (SAN) is an adequate architecture to meet the City’s needs, but a lack of user space allocations means that constant expansion continues to be needed.

o The City’s Novell network has known problems; in response, a move to Active Directory and other network improvements are now underway.

• Security o The consultants did not note significant security issues related to the City’s

infrastructure. o Some key City applications require the end users to have administrative level

security privileges in order to run; this opens security problems that apply to the City’s financial data, customer accounts, and other information.

o Desktop PC configurations are not standardized, and users can install any software without informing or obtaining permission from the IT Department. This increases the difficulty and cost of providing help desk support to users, as well as increasing the security risk.

o The City’s technology disaster recovery and business continuity procedures are incomplete.

6.2. Program Elements In this section, each of the projects in the City’s recommended technology program is briefly described. Each Project Definition contains the following information:

• Project Name and Description

• Expected Benefits and Consequences of Not Executing the Project

• Summary of Project Scope and Approach

• Expected Deliverables

• Priority

• Estimated Level of Difficulty

• Interdependencies with Other Projects

• Expected Durations

December 23, 2009


6.2.1 Enterprise Application Projects 6.2.1.1 Financial Management System (FMS) Section Name Description

Project Financial Management System

Project Definition Implement integrated suite of Financial Accounting applications (including Payroll) with enhanced functionality.

Expected Benefits Efficiency (Reduce redundant entry, automate manual processes and eliminate manual steps)

Effectiveness (Improved management decision support, improved accuracy / quality, enhanced credibility)

Comply with Regulations (GASB)

Consequences of Not Executing Project

Limited reporting and difficulty accessing data Limited integration results in redundant entry and storage, resulting in inefficiencies and opportunities for errors

Strategic Goals Addressed #1- Inter-organization automated business processes to meet internal needs #4- Integration of systems.

Summary of Scope/Approach

• General Ledger • Purchasing • Accounts Payable • Payroll • Accounts Receivable and Payment Processing • Treasury, Bank Reconciliations, and Cash Management • Fixed Assets • Projects and Grants • Contracts management • FERC Accounting • Budget Preparation • Financial Modeling • Performance measurement • Reporting (standard and ad hoc) • Integrations with CIS, Asset Management, Performance

Management, and Human Resources • Single sign-on using Active Directory

Expected Deliverables New Financial Accounting System and associated integrations

Priority High

Estimated Level of Difficulty High

December 23, 2009


Section Name Description

Project Interdependencies Recommend that the Customer Information System be in production prior to beginning construction phase of FMS implementation, to have City staff capacity to work on both implementation projects.

Expected Durations Plan, Define, and Design Phases – 6-9 months

Construction and Deployment – 12 months

December 23, 2009


6.2.1.3 Enterprise Asset Management System (EAMS) Section Name Description

Project Enterprise Asset Management System

Project Definition Implement Enterprise Asset Management System for Water Services, Electric Transmission and Distribution, Transportation, Parks, and Facilities Services

Expected Benefits Citizen service (reliability, responsiveness to service requests)

Efficiency (improving work management, crew scheduling and routing)

Effectiveness (quality, support for proactive maintenance and rehabilitation)

Avoid ligitation


Inefficiencies in managing data to comply with Texas DEQ and Edwards Aquifer Recharge Zone regulations Inadequate data to optimize expenditures on asset rehabilitation and replacement Inefficiencies in planning and scheduling work and routing crews, which will increase as City grows.

Strategic Goals Addressed #1- Inter-organization automated business processes to meet internal needs #4- Integration of systems


• Asset inventories and priorities • Service requests (replacing existing Active Citizen

Response application) • Scheduling and procedures for preventive and recurring

work • Work planning and scheduling • Work order generation • Warehouse or integration with City warehouse, including

potential bar coding • Work order costing • Asset history of work orders, including inspections • GIS integration • Support for replacement / rehabilitation decisions • Mobile units for access to data and field data collection • Electronic O&M manuals • Reporting (standard and ad hoc) • Integrations with CIS, Financial Management,

Performance Management, and Human Resources. Expected Deliverables Work orders, reports, management decision support for

replacement and rehabilitation decisions

December 23, 2009



Priority High

Estimated Level of Difficulty Medium

Project Interdependencies Production use of the Asset Management System in one department is a prerequisite for implementation in additional operations. Dependent upon development of asset inventories.

Expected Durations Plan, Define, and Design Phases – 6 months

Construction and Deployment (1st

implementation) – 6-9 months

Construction and Deployment (subsequent implementations) – 6-12 months each

December 23, 2009


6.2.1.2 Human Resources System (HRIS) Section Name Description

Project Human Resources System

Project Definition Implement integrated suite of Human Resources applications that are fully integrated with the Financial Management System

Expected Benefits Efficiency (employee self service, reduce staff time looking for records and performing routine transactions)


Limited reporting and access to data Lack of integration results in redundant entry and storage, resulting in inefficiencies and opportunities for errors



• On-line applications and applicant tracking

• Employee salary and benefits

• Employee self-service (including updates, benefits enrollment, and queries)

• Electronic Personnel Files

• Employee evaluations

• Training

• Safety

• Civil Service testing and tracking

• Workflow for hiring and terminating employees

• Standard regulatory reporting (including IRS, EEOC, State of Texas)

• Integration with Financial Management System (including Payroll) and Active Directory (for system administration)

Expected Deliverables Integrated suite of Human Resources applications providing improved service to City employees

Priority High


Project Interdependencies The FMS implementation is a prerequisite and provides a platform for integration with these functions. The FMS selection may dictate or influence the HRIS software selection.

December 23, 2009





December 23, 2009


6.2.1.4 Enterprise Records Management and Electronic Document Management System Section Name Description

Project Enterprise Records Management and Electronic Document Management System

Project Definition Implement Electronic Document Management System technology to support City-wide Records Management program

Expected Benefits Efficiency (reduce staff time finding documents, assure availability of records when required, reduce storage requirements and costs)

Citizen service (faster and complete response to records requests)

Effectiveness (Consistency, quality assurance)

Assure compliance with State of Texas records retention requirements

Avoid litigation


Departments will continue to be “on their own” for records management Digital and paper storage space requirements will continue growing at an increasing rate as the City grows City will be at risk of not having access to critical records in the event of a disaster


December 23, 2009




Define technology requirements necessary to support City’s records management program, as well as departmental document management / content management needs • Complete records inventories and updates of master

retention schedule • Develop requirements for document management,

content management, and records management software

• Evaluate existing City of Georgetown document management applications (Systems Engineering, Courts)

• Select solution • Determine backfile conversion requirements • Develop implementation phasing and plan For each department’s correspondence, procedures, contracts, ordinances, engineering documents, “as builts”, and O&M manuals: • Design and implement business processes and master

retention schedule • Design and construct integrations • Perform backfile conversion and quality assurance • Deployment (Training, refinement of configuration and

business processes) • Ongoing support and refinement

Expected Deliverables Electronic Document Management System technology supporting City-wide Records Management program, including scheduled records destruction

Priority High


Project Interdependencies The integration of the Enterprise Records Management and Electronic Document Management System with other systems is dependent on the successful implementation of those other systems.

Expected Durations Plan, Define, and Design Phases – 12 months for technology components; Master Retention Schedule could require longer


implementation, including records management activities) – 12 months

Construction and Deployment (subsequent implementations) – 6-12 months in each operation

December 23, 2009


6.2.1.5 Master Address Validation Section Name Description

Project Master Address Validation

Project Definition Implement technology and supporting procedures to validate all situs address entries against the City’s master address list, and to maintain the master situs address and street name lists.

Expected Benefits Effectiveness (Consistency, quality assurance)

Efficiency (reduce staff time manually looking for spatially-referenced data, reduce storage requirements and errors)

Citizen service (faster and complete response to requests for spatially-referenced data)


City will continue to have multiple, non-matching lists of addresses, various spellings of street names, and inconsistent abbreviations

Cost and difficulty of changing / creating street names and assigning new addresses will continue to increase as City grows

City will be less efficient and incur risks as the potential increases for responding to the wrong address.



• Establish the City’s master address list, including the official spelling of street names, approved abbreviations, valid address ranges, and processes to maintain the list’s currency.

• Develop API and / or web service to check situs address entries against the City’s master address list

• Develop batch processing application for validating situs address databases against the City’s master address list and scrubbing data contents.

• Implement address validation for all new City applications that use situs addresses.

• Implement tools and business processes to generate a candidate mailing list from situs addresses, validate this against US Postal Service criteria thru the CASS process, and store the resulting mailing addresses.

Expected Deliverables Consistent, valid addresses in all City applications that use addresses.

Priority High

December 23, 2009




Project Interdependencies The master address validation project should be a prerequisite for new application implementations that utilize addresses, including CIS, asset management, and public safety computer aided dispatch.


Construction and Deployment – 3-6 months

Integration with other City applications’ address databases – over multiple years

December 23, 2009


6.2.1.6 GIS Integration Section Name Description

Project GIS Integration

Project Definition Develop ability to “spatially enable” various City applications by linking GIS objects with the corresponding data elements in these data bases, thus providing capabilities to perform spatial analyses, generate maps, and / or access geographically.

Expected Benefits Effectiveness (Consistency, decision support using relationships that could not be evaluated otherwise)

Efficiency (reduce staff time manually looking for spatially-referenced data, reduce storage requirements and errors)

Citizen service (faster and complete response to requests for spatially-referenced data)


Limitations on management decision support, routing and distribution of City resources, and available analysis


December 23, 2009




Develop capabilities to support integration of GIS with multiple applications as the need and capability for such integration arises, through maximizing the reusability of integration tools. At present the need to integrate GIS with the following applications has been identified: • Asset Management • Public Safety Dispatch and Records • Land Development Management System • Customer Information System • Electronic Document Management System • Electric Utility Work Management System • Enterprise Performance Measurement System • Disaster Recovery and Business Continuity Planning • Storm Water Management • Streets and Pavement Management • Address Validation (GIS tools and data are key enablers) For each GIS Integration: • Establish the key fields for linking GIS objects with other

databases. • Determine the functionality requirements to be satisfied

by the GIS integration. • Design and implement spatial data models to satisfy the

necessary functionality. • Select, procure, and implement COTS software, utilities,

and other applications to provide the desired functionality

• For each application to be integrated, design and implement appropriate business processes, including add, change and delete of information in other systems, identifying which system is considered “master” for certain data types, etc.

• Design and implement business processes to correct, update, and maintain synchronization with GIS

• Deployment (Training, refinement of configuration and business processes)

• Ongoing support and refinement Expected Deliverables Spatially enabled applications in many City departments.

Priority High


December 23, 2009



Project Interdependencies The GIS Integration project is dependent on the successful implementation of the systems that are being “spatially enabled”. It is also dependent on defining an enterprise data architecture for coordinated integration and efficient data sharing across applications.



implementation) – 6 months

Construction and Deployment (subsequent implementations) – 6-12 months in each operation

December 23, 2009


6.2.1.7 Land Development Management System Section Name Description

Project Land Development Management System

Project Definition Implement application that tracks and manages the entire land development process including applications, plan reviews, permits, inspections, fees management, and Certificates of Occupancy

Expected Benefits Citizen service (faster answers to questions, quicker turnaround, citizen self-service)

Efficiency (reducing staff time looking up records and answering questions)


Multiple departments that are involved in the development and building process will continue to have separate records and business processes, impeding efficiency and customer service.

Redundant entry and storage, resulting in inefficiencies and opportunities for errors


December 23, 2009




Select and implement a consolidated system for multiple departments’ use in administering the entire land development and building process, including:

• Management of all land development and land use controls utilized by the city, including but not limited to Zoning administration, Project Plans, Site Plans, Preliminary and Final Subdivision Plats, and various permits and approvals.

• Management of the full lifecycle of building and development permits (applications, reviews, workflows, fees, collections, approvals)

• Support for field Inspection activities (assignments, scheduling, routing, reporting results)

• Support for Code Enforcement activities (inspections, investigations, responses)

• Support for Building Safety activities (inspections, investigations, responses)

• Support for issuance and tracking of Certificates of Occupancy (COs) and other administrative approvals

• Integration of workflows from application through plan reviews, hearings, permits, inspections, and COs, including both sequential and multiple parallel process steps. Utilization of digital routing and approvals of review packets, applications, etc.

• Coordination of status and historical information from multiple land development cases, as these affect one another.

• On line project tracking, including permit applications, requests for inspections, and inspection results, as well as public Web-based status access for applicants, affected property owners, and the general public.

• Support for appropriate levels of confidentiality during initial stages of developer interaction, while providing the full extent of public access to case information once the case has been submitted to the City.

• Time stamping and logging of transactions for auditable case history, with appropriate levels of security.

• Improving ability to make available land development information to other City departments that might benefit from the knowledge.

• Wide range of standard reports, plus flexible custom report generation

• Integrations with IVR, GIS, Finance, and CIS

December 23, 2009



Expected Deliverables Integrated application and cross-departmental business processes for new private land development cases.

Improved functionality for staff to efficiently and effectively process and manage land development cases, including enhanced access to relevant information from multiple systems.

Priority Medium


Project Interdependencies Requires thorough understanding of business processes used by all Departments that participate in the City’s community development process.



December 23, 2009


6.2.1.8 Enterprise Performance Measurement System Section Name Description

Project Enterprise Performance Measurement System

Project Definition Implement an Enterprise Performance Measurement system, including integrations to load data from departments’ operational applications (e.g., CIS, SCADA, Finance, Asset Management, Development Tracking, etc.)

Expected Benefits Citizen Services (Quantify service levels objectives and performance)

Efficiency (Reduce redundant entry, automate distribution of reports, manual processes, save staff time)

Effectiveness (Improved management decision support, enhanced credibility with City Council and citizens)


Division, department, and City-wide performance reporting is dependent on manual records in spreadsheets, with resulting efficiency and credibility issues



Implement Business Intelligence (BI) technology to facilitate the following performance measurement activities: • Integrate data from departments’ operational applications

(e.g., CIS, SCADA, Finance, Asset Management, Development Tracking, etc.)

• Cascading of performance objectives through the City organization

• BI-enabled performance scorecard applications to track progress towards performance improvement objectives

• Enterprise-wide data management practices and systems, enabling more efficient data sharing and information assembly

• BI applications for managing data quality and automating report assembly

• Design and implementation of associated business processes

• Deployment (Training, refinement of configuration and business processes)

• Ongoing support and refinement

December 23, 2009



Expected Deliverables Enterprise Performance Measurement system delivering standard reports, analytical capabilities, and technical tools for extracting, transforming, and loading data. Flexible reporting and graphic presentations will also be available.

Priority Medium


Project Interdependencies The integration of the performance management solution with other systems is dependent on the successful implementation of the Departmental systems that provide the operations data. Also dependent upon establishment of enterprise-wide data management practices and systems


Construction and Deployment) – 12 months

December 23, 2009


6.2.2 Departmental Application Projects 6.2.2.1 Electric Utility Work Management System Section Name Description

Project Electric Utility Work Management System

Project Definition Provide Electric Utility Work Management System functionality (as defined in industry “Distribution Construction Information System”) through integration and enhancement of Enterprise Asset Management System and other existing applications

Expected Benefits Citizen service (reliability, responsiveness to new service requests, accuracy of estimates)

Efficiency (improving work management, crew scheduling and routing, materials management, design efficiencies)

Effectiveness (quality, support for design standards)


Multiple sets of manual records for project design, cost estimating, project tracking, customer data, and cost reporting (to meet FERC standards)

Redundant entry and storage, resulting in inefficiencies and opportunities for errors



Provide the required capabilities by integrating the following:

• Project design, based on existing assets, field-gathered requirements, and engineering tools – GIS, mobile, and Windmill

• Estimating and hurdle rate calculation, based on past history, engineering tools, and GUS policies – Windmill, Asset Management System cost reports and parts costs from Financial Management System

• Project planning and scheduling – Use Asset Management System functionality

• Project cost collection and tracking against budget and schedule – Use Asset Management System functionality

• Transfer costs to General Ledger – Interface with Financial Management System

• Update asset registry – Business process to update GIS.

December 23, 2009



Expected Deliverables Designs and cost estimates for service extensions, tools for managing service extension projects, updates of GUS financial and asset records, management reports

Priority High


Project Interdependencies Dependent upon implementation of Asset Management System, and enhancement of Windmill application; requires coordination with mobile access and City financial application



December 23, 2009


6.2.3 Organization and People Projects 6.2.3.1 Technology Improvement Program Management Support Section Name Description

Project Information Technology Improvement Program Management Support

Project Definition Dedicated staff to support the execution of the projects defined in this Plan, in concert with City-wide Program Management activities. Program management provides proven methodologies for implementing technology, including business-driven requirements, project management training, effective communications, program monitoring, and budget control. It also maintains consistent change and risk management and establishes common program management tools, policies and procedures.

Expected Benefits Reduce risks associated with system implementation.

Reduce time and cost required to deliver projects.

Increase the efficiency and effectiveness of the City’s project managers through training and mentoring..

Increase visibility of projects and their benefits to the City.


Individual technology projects produce suboptimum outcomes because of inconsistent and incomplete approaches, insufficient coordination and integration, and inadequate dedicated resources

Strategic Goals Addressed #1- Inter-organization automated business processes to meet internal needs #2- Provide an enterprise-wide IT support organization to identify new technology needs and requirements

December 23, 2009




• Program and project management.

• Implementation oversight.

• Inter-Project coordination.

• Project planning, scheduling, estimating, budgeting, tracking, and staff coordination.

• Program administrative support.

• City IT staff mentoring

• Establish project management standards and processes.

• Establish a standard process for software selection.

• Establish standard processes for technology project management, software implementation, deployment, change management, configuration management, and support.

• Comply with and support City-wide Program Management Office standards and practices

Expected Deliverables Successful implementation of technology improvement program; mentoring of City staff

Priority High


Project Interdependencies This project establishes project management standards and coordinates all of those Project Management services to ensure attainment of all Program objectives.


Construction and Deployment – 3-4 years

December 23, 2009


6.2.3.2 IT Department Organizational and Managerial Initiatives Section Name Description

Project Information Technology Department Organizational and Managerial Initiatives

Project Definition Implement a set of initiatives designed to improve the performance and quality of the IT Department in providing technology services to the City.

Expected Benefits Increase the efficiency and effectiveness of the technology services provided to the rest of the City’s departments.

Increase the quality of the technology support provided to the rest of the City’s departments.

Increase cost effectiveness of organization


Individual divisions continue separate procurements and deployments, with minimal enterprise integration or standards

Each division required to develop its own expertise in deploying and supporting technology


December 23, 2009




• Broaden IT Department scope of services to include:






• Technology standards, policies, and enforcement

• Develop and implement staffing model, roles and responsibilities to include business analysis, and database administration and management.

• Training in and acquisition of skills in additional technology areas

• Reporting support for key applications

• Establish a standard process for software selection.

• Establish standard processes for departmental technology project management, software implementation and deployment.


• Implement project management best practices, methodology, processes and procedures.

• Implement software development life cycle processes

• Implement performance metrics including cost metrics for City IT

• Assume the City’s existing GIS staff and their responsibilities.

Expected Deliverables IT Department leading City technology directions, and providing a broader range of services.

Organizational service model for service delivery to other City Departments.

Performance metrics for IT Department

Priority High


December 23, 2009



Project Interdependencies Development of a new IT Department organizational model should be introduced first, followed by the development of an IT governance model.



Refine – 12 months

December 23, 2009


6.2.3.3 IT Governance Section Name Description

Project Information Technology Governance

Project Definition Define and implement the roles and responsibilities for setting policy and allocating resources to assure the implementation of the City’s vision for using information technology for the City of Georgetown.

Expected Benefits Increase the efficiency and effectiveness of the technology services provided to the rest of the City’s departments.

City-wide technology activities and policies are coordinated, and technology resources are allocated in accordance with the City’s objectives and priorities.

Increase cost effectiveness of the City’s IT organization.


Overlaps and gaps among different divisions’ technology activities

Sub optimal return on the City’s technology investment due to insufficient interdivision cooperation and enterprise integration

Strategic Goals Addressed #2- Provide solutions that support enterprise information integration and compatibility with existing and planned technology


• Reconfigure the existing IT Steering Committee and define its roles and responsibilities for IT governance and executing the City’s technology vision; these may include the following:

o Setting policies o Prioritizing potential projects and activities o Allocating resources o Communications of technology issues to the

customer departments o Oversight, guidance, and barrier removal to

support successful project delivery o Executive decisions on program risks, issues,

and scope changes that are escalated to this level

• Implement performance metrics including cost metrics for the IT Department

• Identify the roles and responsibilities related to technology for other people and organizations in the City

December 23, 2009



Expected Deliverables IT Governance model, including processes, roles, responsibilities, and decision authority for setting policy, allocating resources, managing problems and assuring the implementation of the City’s vision for using information technology.

Performance metrics for IT Department

Priority High

Estimated Level of Difficulty Low

Project Interdependencies Development of an IT governance model is dependent upon the implementation of the IT Department organizational and management improvements.


Deployment – 6 months

December 23, 2009


6.2.3.4 IT Support for Implementation of Departmental Applications Section Name Description

Project IT Support for Implementation of Departmental Applications

Project Definition Provide technical and process expertise to assure that Department technology projects achieve their objectives and are consistent with City standards and applicable best practices.

Expected Benefits Customer service to other City departments

Efficiency (avoid expenditures on technology that does not meet City’s needs, reduce maintenance and support costs)

Effectiveness (reliability, quality)


Each Department is required to develop its own expertise in deploying and supporting technology

Quality and results from Individual Departments’ technology projects will vary




• Establish standard processes for technology project management, software implementation and deployment.






• Implement project management best practices, methodology, processes and procedures.

• Communicate technology standards, policies, and enforcement

• Provide support for Departmental applications

December 23, 2009



Expected Deliverables Standards for supporting Department technology projects

Staff skills and resource allocation for performing these projects

Priority High


Project Interdependencies Dependent upon the implementation of the IT Department organizational and management improvements. Prerequisite to the initiation of Departmental technology projects.


Deployment – Ongoing

December 23, 2009


6.2.4 Technology Projects 6.2.4.1 Network Transition to Active Directory Section Name Description

Project Network Transition to Active Directory

Project Definition The City has chosen to migrate off its current Novell network to a network managed using Microsoft’s Active Directory (AD) product. As part of the IT Master Plan activities, consultants have developed a design specification for implementing Active Directory, that considers current and anticipated IT projects.

This project will implement the design and migrate the City networking infrastructure to Active Directory.

Expected Benefits • Key applications that require AD for their implementation can proceed.

• Single Sign-On (SSO) for most applications • Improved management of user accounts and

network resources • Improved performance of systems and applications • Easier maintenance of network configuration and

user accounts Consequences of Not Executing Project

Limited applications availability

Users must log on to individual applications

Complexity of network impairs reliability and requires more maintenance

Strategic Goals Addressed #2- Provide an enterprise-wide IT support organization to identify new technology needs and requirements #4- Integration of systems

December 23, 2009




• Review design for currency and completeness, and update as needed

• Review currrent network wiring and infrastructure for possible problems with AD implementation.

• Design acceptance testing and roll-back process, and testing configuration, to restore Novell network if problems occur during implementation

• Design development process and configuration to allow implementation without unacceptable disruption of users.

• Set up Microsoft Active Directory and related services on three servers identified by City IT. This will be one primary and two “child” AD servers, for redundancy and improved performance. One of these AD servers will physically be located at GUC.

• Configure Active Directory to implement the design, including domains, EUs, and security.

• Perform acceptance testing, including confirmation that existing applications work properly

• Modify existing applications as needed to work in new environment.

• Develop and train IT staff on network administration processes such as personnel changes, telephone updates, and security changes.

• Move to production • Decommission and repurpose existing Novell

components of the network. • Support the implementation and provide ongoing

network management. • Document physical and logical network

configurations, as equivalent to “as built” drawings for an engineering/construction project.

Expected Deliverables • Working Active Directory network for City • Associated documentation

Priority High


Project Interdependencies • Pre-requisite for Police/Fire CAD Implementation. • Requires Upgrade to Lotus Notes

Expected Durations Construction and Deployment – 6 months

Network Support – Ongoing

December 23, 2009


6.2.4.2 Enterprise Data Architecture Section Name Description

Project Establish Enterprise Data Architecture

Project Definition Data is a critical resource within any organization. To achieve the maximum value for each element of information, it must be designed for reusability across multiple applications within the enterprise. The fundamental principle of data architecture is to structure data resources and information systems to capture a data element in a single authoritative source, and provide efficient linkages among systems such that data can flow from the source to all consumer systems. This is achieved through a mixture of business and technical standards and practices, which must be implemented within the organization.

Expected Benefits • Coordination of data usage, with decreased redundancy

• Increased ability to integrate multiple applications and share data.

• Improved technical specifications for future applications.


Redundant data entry and storage, resulting in inefficiencies and opportunities for errors

More difficult to integrate applications and access data


December 23, 2009




• Determine how to manage City data most efficiently. As new systems are implemented, develop a centralized data repository for reporting and historic trend analysis.

• Document existing data resources • Develop an enterprise data model, including a data

dictionary, to capture information needs throughout the City and to guide the implementation and integration of new information management systems.

• Define current and future (needed) data flows among data resources

• Define responsibilities for data stewardship by data resource within the department.

• Define practices for data reuse and availability, including security, naming conventions, metadata, documentation of expected update frequency, documentation of expected quality and accuracy.

• Monitor and track assignments • Develop planning process for identifying needs for

additional data, and allocating resources to acquire the data

• Perform data development and acquisition and maintenance projects as needed

• Integrate data stewardship practices into all IT activities.

Expected Deliverables Enterprise Logical Data Model based on current and proposed systems and known needs. This is an implementation-independent definition of the entities of interest to the Department, with their most important attributes. Enterprise Data Catalog. This catalog inventories the shareable data resources available within the Department, with a summary of contents, name of contact for use, and an indication of how it is structured and implemented. It will also include selected external data, chosen because of its necessity for linking Departmental systems to external systems such as New World permitting. Enterprise Data Dictionary. This provides definitions for entities and attributes from the logical model, in a readily-queriable format. List of high-level problems or gaps in data availability Roles and responsibilities for data stewardship Individual and team assignments for executing roles and responsibilities Modified performance measures that incorporate roles and responsibilities. Data acquisition and maintenance plan

Priority High

December 23, 2009




Project Interdependencies Prerequisite to extensive integrations, including GIS Integrations



December 23, 2009


6.2.4.3 Standardize Desktop and Storage Management Section Name Description

Project Standardize Desktop and Storage Management

Project Definition Implement desktop standardization and storage management initiatives designed to increase the efficiency and effectiveness of help desk and data center operations.

Expected Benefits Customer service (assist City IT Department to improve service to its customers – i.e., other City departments)

Efficiency (improve control over desktop configuration resulting in reduced maintenance and support costs, avoid purchase of more storage capacity than necessary)

Effectiveness (enhance reliability, improve consistency of desktop design, improve user’s experience of application performance)

Avoidance of litigation (over intellectual property / software licensing issues)


City IT Department cannot support unlimited variety of different applications, versions, and combinations

Decreased reliability and increased cost for maintenance



• Adopt policies for desktop and storage management improvements

o Desktop and laptop standardization

o Streamlined PC configurations

o Storage management standards

• Administrative management of desktops and laptops

• Incident management procedures, tools, reporting, and metrics

• Software license inventory

• Software license management procedures and tools

Expected Deliverables Desktop support improvements, storage management improvements, management of intellectual property licenses

Priority Medium


December 23, 2009



Project Interdependencies No prerequisites or dependencies.



December 23, 2009


6.2.4.4 Disaster Recovery and Business Continuity Planning Section Name Description

Project Develop Business Continuity and IT Disaster Recovery Plans

Project Definition Develop components of Business Continuity Plan that define business priorities that will drive IT Disaster Recovery activities, then develop IT Disaster Recovery Plan.

Expected Benefits Emergency Preparedness / Risk Mitigation

• Readiness for possible disruptive event

• Preparation for unexpected

• Contribution to overall risk management and audit readiness

Effectiveness

• Improved service availability, stability, and robustness during routine operations


Loss of critical data in the event of a disaster

City government’s ability to respond to a disaster is compromised

Strategic Goals Addressed #2- Provide an enterprise-wide IT support organization to identify new technology needs and requirements #4- Integration of systems

December 23, 2009




• Utlilize the Disaster Recovery Strategy produced as part of the ITMP project as framework for project.

• Coordinate with the critical documents tasks of the City’s Records Management implementation

• Determine priorities for bringing business processes back into service after various disruption scenarios.

• Establish a Disaster Recovery steering group.

• Conduct scenario review to assess possible disruptions and the associated impacts.

• Perform risk assessments and audits based on scenarios.

• Establish priorities for network and applications, and for key staff and facilities.

• Develop recovery strategies for: critical data, servers, network, client devices, and essential peripherals.

• Prepare an up−to−date inventory and documentation of the plan.

• Test the plan.

• Develop verification criteria and procedures.

• Implement the plan.

Expected Deliverables Business priorities, IT Disaster Recovery Plan, justification for investments in systems and service provisions to implement recovery, and coordination with Records Management

Priority High


Project Interdependencies Relies on Records Management project (inventory of records task) to define critical records.



Update – every 2-3 years

December 23, 2009


6.2.4.5 E-mail and Calendaring Platform Section Name Description

Project E-mail and Calendaring Platform

Project Definition Improve or replace current Lotus Notes configuration; Bring all users on to the same version; Deploy enhanced tools for email, calendaring, and other office productivity functions; Integrate with Active Directory; Extend to mobile devices.

Expected Benefits Citizen service (meet public expectations)

Efficiency (improve staff productivity)


Limited email and calendaring functionality and performance

Strategic Goals Addressed #2- Provide an enterprise-wide IT support organization to identify new technology needs and requirements #4- Integration of systems.


• Update all users to the same Lotus Notes version • Refine configuration settings for Lotus Notes to address

the most important customer requirements • Integrate with Active Directory • Extend access to mobile devices • Improve performance over slower network connections,

remote connections, and other aspects of use that experience poorer performance

• Offer staff training • Support • Re-examine business case in 3 years for possibly

replacing Lotus Notes Expected Deliverables Enhanced e-mail, calendaring, and personal productivity

platform

Priority Medium


Project Interdependencies Dependent upon network enhancements; should be coordinated with Records Management and technology initiatives.

Expected Durations Construction and Deployment – 6 months

December 23, 2009


6.2.4.6 Enterprise Information Portal Section Name Description

Project Establish Enterprise Information Portal

Project Definition Individuals today need access to data from multiple sources, whether they are citizens seeking information about City government or City employees performing their jobs.

An Enterprise Information Portal utilizes Web technologies to pull together and organize these multiple data sources in a consistent user experience, making access and utilization of data straightforward.

This project will design and implement a City-wide information portal strategy, incorporating an employee version for the City’s Intranet and additions to the City’s citizen-facing presence through various Internet channels. It will build upon this plan’s enterprise data management recommendations and business intelligence technology, and will have the objective of providing every employee with the information needed to perform his/her job, where, when, and in the format required, given security privileges. The public portal will organize publicly-available data to increase usability and governmental transparency.

Expected Benefits • Coordination of data usage, with decreased redundancy

• Increased ability to integrate multiple applications and share data.

• Improved ability of users to perform responsibilities


Users must locate and navigate multiple sources of data, with associated inefficiencies and risk of missing important information

Strategic Goals Addressed #3- Enterprise information integration #4- Integration of systems.

December 23, 2009




• Web strategy definition

o How to pull together web presence for citizens?

o How to pull Intranet resources together for employees?

• Portal design and development

o Specify data needs

o Specify branding strategy

o Integrate with records management

o Utilize enterprise data architecture

o Define required capabilities by user type

o Manage look & feel

• Plan an incremental, ongoing implementation as needs expand and new data resources become available

Expected Deliverables Portal Management Strategy Design specifications for internal and external portals Working Portal applications

Priority Medium


Project Interdependencies Depends on Web standards, data specifications from Enterprise Data Architecture, multiple projects for data improvement, Records Management



December 23, 2009


6.2.5 Quick Wins 6.2.5.1 City-Wide Standards and Policies for External Websites Section Name Description

Project City-wide Standards and Policies for External Websites

Project Definition Development of standards and policies that enable the City to manage its message and maximize the service provided by its website and social networking channels.

Expected Benefits City image

Citizen service

Avoiding litigation

Efficiency (staff time spent monitoring and responding to citizen comments)


Considerable City staff time spent responding to citizen comments and questions

Quality of information provided does not meet City standards

Web sites provided by third-parties do not share City “look and feel” or policies (privacy, security)



Standards that address the following topics and others that will surface as technology evolves:

• Privacy policies

• Look and feel, user friendliness, navigation

• Approval of content

• Departmental purchase of additional websites

• Responses to citizen comments

• Technology formats (PDF, etc.)

• ADA compliance

Expected Deliverables Consistent message, look and feel, and service through the City’s website and social networking channels

Priority Medium


Project Interdependencies Co-requisite with ongoing technology efforts by the City’s Webmaster

December 23, 2009



Expected Durations Plan, Define, and Design Phases – <3 months

Construction and Deployment – <3 months

December 23, 2009


6.2.5.2 Digital Video Capabilities Section Name Description

Project Digital Video Capabilities

Project Definition Equipment, software, and training for creating, editing, and delivering streaming video.

Expected Benefits Citizen service (quantity and level of information provided to citizens, meet public expectation.)

Efficiency (reducing questions for other City departments)


City is unable to create, edit, and deliver streaming video through its internet and intranet websites



• Equipment to create streaming video

• Software to edit streaming video, including parsing and attaching to indices.

• Storage capacity for streaming video created by City and provided by others

• Integration with Muni Agenda for streaming Council Meetings

• Establishing records management approach for streaming video

• Support for streaming video by City’s IT professionals

Expected Deliverables Streaming video on City and third party websites

Priority Medium


Project Interdependencies Prerequisite to Muni Agenda integration.


Construction and Deployment – <3 months

December 23, 2009


6.2.5.3 Integration of Muni Agenda with Digital Video Section Name Description

Project Integration of Muni Agenda with Digital Video

Project Definition Perform integration to use agenda items in Muni Agenda as indices to locate related video segments from City Council meetings

Expected Benefits Citizen service (quantity and level of information provided to citizens, meet public expectations)

Efficiency (reduce level of detail in written City Council meeting minutes)


Access to City Council agenda will be separate from video of City Council meetings



• Business processes designed and established • Integration specified, constructed, installed, and tested • Deployment, including training, refinement of business

processes, and “fine tuning” of integration • Ongoing support and refinement

Expected Deliverables Streaming video of City Council meetings on City website, indexed on City Council Agendas

Priority Medium


Project Interdependencies Dependent upon implementation of Digital Video Capabilities



December 23, 2009


6.2.5.4 Video Conferencing Section Name Description

Project Video Conferencing

Project Definition Equipment, software, and training for hosting and participating in internal and external video conferences

Expected Benefits Efficiency (reducing travel between City locations)

Citizen service (providing alternative methods for meeting with City staff and officials.)

Improved opportunities for training/communications at various work locations across City.


All participants required to be at same location when telephone is not sufficient to accomplish a meeting’s purpose



• Audio / visual equipment to originate and receive video conferences

• Software to facilitate communication of video conferences

• Integration with streaming City’s digital video capabilities

• Possible integration with Cisco IP telephone system.

• Implementation over time of capacity to manage multiple applications, at multiple sites.

Expected Deliverables Video conferences with both internal and external parties

Priority Low


Project Interdependencies Some capabilities are dependent on the City’s digital video implementation.



December 23, 2009


6.3. Program Timeline The list of recommended projects previously identified must each be executed in an organized and programmatic manner that reflects the project dependencies and the City’s capacity constraints (i.e., the quantity of projects that can be reasonably implemented and absorbed by the City). This Technology Program implementation schedule is designed to reflect City users’ ability to absorb new technology and related business process improvements, as well as the IT Department’s capacity to support these efforts.

The schedule below represents a high-level roadmap organized by quarter within each fiscal year for the next five years. For each fiscal year, it is recommended that more detailed tactical plans, scopes of work, budgets, and schedules be developed for the City of Georgetown technology improvement program. These will be elaborated in project plans, budgets, and specific schedules for each project and its component tasks.

The implementation schedule below presents each project and the fiscal quarter in which it is scheduled to be active. The color coding indicates the Phase of the System Implementation Life Cycle which will be taking place, as follows:

Yellow – Plan, define, and design/select

Orange – Construct, deploy

Grey – Support, enhance

Blue – Multi-year deployments and/or enhancements of existing applications

The City of Georgetown technology improvement program schedule is illustrated below.

December 23, 2009


December 23, 2009


6.4. Program Costs The chart below presents high-level budget estimates by fiscal year for the implementation of the recommended technology improvement projects. Estimates have been made for hardware, software, and professional services. These budget estimates are based upon the following assumptions:

Appropriateness of Technology Products. The technology product categories (i.e., the types of hardware and/or software) are appropriate to the City of Georgetown’s business requirements. The products scale to the types of processes used by the City. They are designed to not be strained by the size of Georgetown’s business, nor are they over-featured for the City’s requirements.

Cost Estimates. The cost estimates are order-of-magnitude (plus or minus 25%), and are based on Westin’s knowledge of the amounts spent by similar-sized local governments for comparable projects. Westin has attempted to make sure that the costs are representative of the technologies and services that the City is likely to implement, but future technologies could change these costs. In some instances, combinations of software and services may be required to implement a solution, and the project cost estimates have taken this into consideration.

Time value of money. Time value of money factors – such as the cost of funding or inflation – are not included in the budget estimates. Costs are in terms of Year 2010 dollars.

Straight-line budget extensions. In defining these projects, the contracted professional services resources assume an expected duration of the project. To the extent that a project timeline is extended, the professional services expenditures can be expected to increase.

Many of these projects have overlapping needs. To the extent that projects with overlapping hardware and software requirements are undertaken, it may be possible to incrementally reduce the amount of software and hardware acquired, and consequently reduce the total cost of the set of projects. These kinds of project synergies will not be known until implementation efforts are underway.

December 23, 2009


Projects FY 2009-

10 FY 2010

-11 FY 2011

-12 FY 2012

-13 FY 2013-

14 TOTALS

ENTERPRISE APPLICATIONS Financial Management System (FMS)

Hardware $50,000 $50,000

Software $400,000 $400,000

Professional Services $250,000 $250,000 $250,000 $750,000

Project Total: $250,000 $700,000 $250,000 $1,200,000 Enterprise Asset Management System (EAMS)

Hardware $40,000 $20,000 $20,000 $80,000

Software $300,000 $300,000

Professional Services $180,000 $270,000 $270,000 $90,000 $90,000 $900,000

Project Total: $180,000 $610,000 $290,000 $110,000 $90,000 $1,280,000 Human Resources System (HRIS)

Hardware $50,000 $50,000

Software $150,000 $150,000


Project Total: $- $- $133,333 $333,333 $133,333 $600,000 Enterprise Records Management & Electronic Document Management System

Hardware $25,000 $12,500 $12,500 $50,000

Software $200,000 $200,000

Professional Services $125,000 $125,000 $250,000

Project Total: $- $350,000 $137,500 $12,500 $- $500,000

Master Address Validation

Hardware $-

Software $20,000 $20,000


Project Total: $- $60,000 $40,000 $- $- $100,000

GIS Integration

Hardware $-

Software $40,000 $40,000


Project Total: $- $30,000 $70,000 $- $- $100,000 Land Development Management System

Hardware $100,000 $100,000

December 23, 2009


Projects FY 2009-

10 FY 2010

-11 FY 2011

-12 FY 2012

-13 FY 2013-

14 TOTALS

Software $400,000 $400,000


Project Total: $- $- $- $750,000 $250,000 $1,000,000 Enterprise Performance Measurement System

Hardware $50,000 $50,000

Software $150,000 $150,000


Project Total: $- $- $- $150,000 $350,000 $500,000 DEPARTMENTAL APPLICATIONS Electric Utility Work Management System

Hardware $100,000 $100,000

Software $100,000 $100,000


Project Total: $- $- $350,000 $150,000 $- $500,000 ORGANIZATION AND PEOPLE Technology Improvement Program Management Support

Hardware $-

Software $-

Professional Services $75,000 $150,000 $150,000 $75,000 $450,000

Project Total: $75,000 $150,000 $150,000 $75,000 $- $450,000 IT Department Organizational & Managerial Initiatives

Hardware $-

Software $-


Project Total: $60,000 $60,000 $30,000 $- $- $150,000

IT Governance

Hardware $-

Software $-

Professional Services $30,000 $30,000

Project Total: $30,000 $- $- $- $- $30,000 IT Support for Implementation of Departmental Applications

Hardware $-

Software $-


December 23, 2009


Projects FY 2009-

10 FY 2010

-11 FY 2011

-12 FY 2012

-13 FY 2013-

14 TOTALS

Project Total: $30,000 $- $- $- $- $30,000

TECHNOLOGY Network Transition to Active Directory

Hardware $-

Software $50,000 $50,000


Project Total: $100,000 $- $- $- $- $100,000 Enterprise Data Architecture

Hardware $-

Software $30,000 $30,000


Project Total: $25,000 $105,000 $50,000 $- $- $180,000 Standardize Desktop & Storage Management

Hardware $-

Software $-


Project Total: $60,000 $- $- $- $- $60,000 Disaster Recovery & Business Continuity Planning

Hardware $50,000 $50,000

Software $50,000 $50,000


Project Total: $100,000 $200,000 $- $- $50,000 $350,000 E-mail and Calendaring Platform

Hardware $-

Software $100,000 $100,000


Project Total: $- $- $125,000 $- $- $125,000 Enterprise Information Portal

Hardware $30,000 $30,000

Software $50,000 $50,000


Project Total: $- $- $- $130,000 $50,000 $180,000

QUICK WINS City-Wide Web Standards & Policies

Hardware $-

December 23, 2009


Projects FY 2009-

10 FY 2010

-11 FY 2011

-12 FY 2012

-13 FY 2013-

14 TOTALS

Software $-


Project Total: $20,000 $- $- $- $- $20,000

Digital Video Capabilities

Hardware $60,000 $60,000

Software $20,000 $20,000


Project Total: $- $100,000 $- $- $- $100,000 Integration of Muni Agenda with Digital Video

Hardware $-

Software $20,000 $20,000


Project Total: $- $50,000 $- $- $- $50,000

Video Conferencing

Hardware $10,000 $10,000

Software $5,000 $5,000


Project Total: $- $30,000 $- $- $- $30,000

TOTAL

Total Hardware $- $185,000 $182,500 $212,500 $50,000 $630,000

Total Software $50,000 $645,000 $640,000 $600,000 $150,000 $2,085,000

Total Professional Services $630,000 $1,165,000 $1,253,333 $1,148,333 $723,333 $4,920,000

Grand Total: $680,000 $1,995,000 $2,075,833 $1,960,833 $923,333 $7,635,000

December 23, 2009


6.5. Glossary This Appendix contains Definitions of Acronyms used in this document.

Acronym Vocabulary/Term Definition and/or Discussion AD Microsoft’s Active

Directory The networking software product that is being implemented to manage the City’s networking infrastructure

ADA Americans with Disabilities Act

Federal legislation requiring accommodations for persons with disabilities

AMI Automated Meter Infrastructure System

The hardware and software that enables two-way communications with customers’ utility meters, used for collecting usage readings and other functions

API Application Programming Interface

Software that enables multiple applications to access data in a specified format

AVL Automated Vehicle Location

Capability that provides real-time information on the geographic location of vehicles

BI Business Intelligence A suite of software tools for extracting data from operational applications, performing complex analysis, and supporting the assembly of complex reports, scorecards, and dashboards

CAD Computer Aided Dispatch

The hardware and software to support receiving emergency calls for fire and police service and dispatching service responses, integrated with the data collection and reporting resulting from those calls.

CASS Coding Accuracy Support System

U.S.Postal Service program for addresses on bulk mailings. The CASS system improves the accuracy of carrier route, ZIP, and delivery point codes that appear on mail. Primarily for certification of address matching and management software, the term also has come to be applied to the standardized output of such certified software.

CIS Customer Information System

Application software used for utility customer account management and billing; may also include billing for other City services

CO Certificate of Occupancy Document issued by the City at the conclusion of construction, certifying that all required permits have been fulfilled, all inspections have been passed, and the building is suitable for occupancy.

COTS Commercial Off-the-Shelf

Software that is licensed from a third party firm, as opposed to being custom developed for the City

DEQ Department of Environmental Quality

State of Texas agency that regulates environmental quality issues and permits the City to operate certain facilities

EAMS Enterprise Asset Management System

Application software used to manage the City’s infrastructure assets, including the list of facilities, maintenance, condition, and resource utilization

EEOC Equal Employment Opportunity Commission

Federal agency that regulates certain employment practices to prohibit discrimination

FERC Federal Energy Regulatory Commission

Federal agency that regulates electric utilities

December 23, 2009


Acronym Vocabulary/Term Definition and/or Discussion FMS Financial Management

System A suite of Financial Accounting applications including general ledger, accounts payable, accounts receivable, budgeting, payroll, and other modules

GASB Governmental Accounting Standards Board

Organization that promulgates “generally accepted accounting procedures” to be followed by government organizations

GIS Geographic Information System

A system for management, analysis, and cartographic representation of spatial objects and their associated attribute data

GUS Georgetown Utility System

The City’s electric, water, and wastewater utility.

HRIS Human Resources System

A suite of applications that store and manage employee data, including personal information, benefits, compensation, training, and performance

InCode The name of the software vendor that provided a number of the City’s key existing applications packages; the firm is now a part of Tyler Technologies, Inc.

IRS Internal Revenue Service Federal agency that collects payroll and other federal taxes

IT Information Technology Includes the application of electronic technology to the City’s business and process control requirements

NPDES National Pollution Discharge Elimination System

Federally required environmental permits for managing storm drainage and other water pollution discharges; administered by the Environmental Protection Agency

O&M Operations and Maintenance

Documentation of recommended procedures and instructions for operating and maintaining equipment assets (e.g., pumps, motors)

SAN Storage Area Network Hardware and software for centralized disk storage of enterprise computer data

SCADA Supervisory Control and Data Acquisition

A system of remote sensors, communications, and control software that enables operators to remotely monitor and control remote facilities, e.g., utility plants and distribution systems

SSO Single Sign-On A function of the network management system that enables a user to enter his/her user name and password one time (at the network level), and access multiple applications without additional logins.

information technology master plan - georgetown, texas · 2015-10-05 · 1. executive summary...

Documents