Description
Information technology (IT) is the application of computers and telecommunications equipment to store, retrieve, transmit and manipulate data,[1] often in the context of a business or other enterprise
Information Technology Strategy 3-Year Plan
2003 - 2005
“Delivering IT Value in Support of City Services”
Summary Report
January 2003
Acknowledgements
Executive Sponsorship
Champion Sponsors Project Lead Robert Robertson, Ph. D, City Manager City Management Team Louis Shallal, Ph. D, CIO
Steering Committee
Chair Vice Chair Members Louis Shallal, Chief Information Officer Christine Swenor, Director IT Operations Mark Amorosi, Director, Employment and Client Services Lou Di Gironimo, Director, Water & Wastewater Division Roy Duncan, Director, Fleet Services Helen Hale Tomasik, Director, Strategic Services Jane Lee, Director, Customer Service Fred Snelling Linda Kurluk James Rickert Kevin Smith Filipe Janicas
Paul Mason, Director, Long Range Planning & Design Phil Mostert, Hamilton Hydro/Fibrewired Ken Roberts, Chief Librarian Norm Schleehahn, Economic Development Officer Tony Tollis, Director, Corporate Management Services
IT Project Resources
Project Coordinator e-Government Team Hard Services Team Human Services Team Infrastructure Team
Consultants
Chartwell Inc. Deloitte & Touche Kane Mackay Prior and Prior Debbie Barrett* Gordon Glover Samantha Kane Stephen Wong
*Consolidation of the 4 team reports and preparation of the draft Strategy Report was completed by Debbie Barrett of Chartwell Inc.
Contributors
Many staff from all departments participated in focus groups and working committees. While there are too many individuals to list, their spirit of participation, enthusiasm for the process, and wealth of ideas are sincerely valued. The list of participants is available in the individual team reports.
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Transmittal
January, 2003
TO: DR. ROBERT ROBERTSON, CITY MANAGER, and THE CITY MANAGEMENT TEAM On behalf of the Information Technology Steering Committee, I am pleased to submit the Summary Report on the Hamilton Information Technology Strategy. The Committee designed the Strategy in collaboration with all departments. The process was “made in Hamilton” and reflects extensive consultation with focus groups and working committees. Staff conveyed a willingness to embrace change and a strong recognition of the importance of technology to the business of public service. The Committee carefully considered the wisdom, thoughtful reflections, and wealth of ideas contributed by staff and by external advisors. The Committee is absolutely committed to deliver value to the residents, businesses and visitors to our City, to optimize existing technology, to integrate processes and solutions across departments, and to explore new directions. The spirit of collaboration resulted in a visionary document that is at the same time achievable and realistic. This is the first IT strategy presented since the launch of the new City visual identity and the Committee is proud that the Strategy embodies the theme of “building bridges” and truly reflects the City desire to “reach, dream, rise and shine”. The Committee invites your consideration and approval of the Hamilton Information Technology Strategy. Respectfully submitted
Louis Shallal P. Eng., Ph.D. Chief Information Officer
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Table of Contents
Executive Summary .............................................................. Introduction ........................................................................... Case for Change .................................................................... 5 7 9
The IT Strategy Development Process................................ 13 Guiding Principles ............................................................... 13 The 13 Step Process .......................................................... 15 Business Plan Alignment .................................................... 17 Innovative Approach ........................................................... 18 Strategic Outcomes and Enablers ...................................... 18 Recommendations ................................................................ 22 Business Plan ........................................................................ 28 Conclusion ............................................................................. 33 Appendices Appendix A Appendix B Appendix C Appendix D Appendix E Appendix F Appendix G Appendix H Appendix I Appendix J Appendix K Appendix L Appendix M - 13 Step Process - Recommendations Grouping - IT Governance Model - ITMT Terms of Reference - Policies/standards/guidelines - Corporate Projects - Project Profile Template - Other Program List - Corporate Project Delivery Structure - IT Service Delivery Model - Capital Expenditures - 3 Year Business Plan Schedule - Cost Estimates 35 36 37 38 39 41 42 43 45 46 47 48 49
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Executive Summary
Executive Summary The primary objective of an IT strategy is to specifically identify and plan for the implementation of information technology infrastructures and services that will both support and enable the achievement of the broader corporate objectives. The IT Strategy was initiated to derive a number of benefits including:
Benefits
• • • • • • •
providing enhanced services to the public through eGovernment supporting the organization’s Business Plan and individual department business objectives through effective use of information technology providing advice and support in the implementation of technical solutions throughout the organization defining and supporting technology standards automating the organization’s use of information through data organization and sharing to add value and enhance productivity. maintaining a reliable and secure communications infrastructure with a capacity to address future growth leveraging the use of technology to streamline administration processes and reduce administrative and overall costs
Strategy Approach
In a distinctly “made in Hamilton” approach, 4 teams were created to ensure extensive coverage of the strategy for all areas that IT impacts. The 4 teams were e-Government, Hard Services, Human Services and IT Infrastructure. Each team was lead by 2 Corporate Directors, supported by a consultant, IT staff and focus groups. The strategy approach was guided by the following 5 principles: 1. 2. 3. 4. 5. Service to The Citizens Support to the City’s Core Business Needs Integration of IT Applications at Every Opportunity Strategic Investment in IT Collaboration and Co-operation
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Strategic Outcomes
3 individual strategic sessions were used for each team to conduct: environmental scan; needs analysis; expectation analysis; and SWOT analysis. This resulted in the following 7 Strategic Outcomes: 1. Delivery of effective customer service. 2. Development of high performance, tech savvy, knowledge workers. 3. Transformation to online government. 4. Promotion of online employee access. 5. Building of partnerships and relationships with external agencies and other levels of government. 6. Streamlining processes and encouragement of data integration and data sharing through co-operation and collaboration. 7. Providing secure and reliable IT infrastructure to meet the current and future needs of the City.
Strategic Enablers
Two Strategic Enablers that are necessary to achieve the strategic outcomes were also identified; namely: 1. Establishment of a Technology Management Framework. 2. Development of a sustainable funding model.
Recommendations
The strategy development process resulted in 13 specific recommendations that reflected the People, Process and Technology dimensions. The People component includes recommendations on a new Service Delivery Model, the creation of Centres of Expertise, Partnerships and IT skills requirements. The Process component includes recommendations on an IT Governance Model, funding, communication and performance measurement. This component also includes recommendations on project priorities as part of the Corporate IT Business Plan. The 3rd component, Technology, includes recommendations on policies, standards, network, help desk and technology assets. The strategy incorporated input from all City Departments and resulted in a 3-year Business Plan, endorsed by the IT Steering Committee, which provides the City with a map to the future.
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Introduction
Introduction The quest for value is critical to the City. The City is facing significant fiscal challenges and support services must be optimized to deliver value. Information Technology is a critical component of these services. The City Strategic Plan, which was developed by Council early in 2002 describes a bold future:
Corporate Vision The City of Hamilton is a safe, healthy, sustainable community and a great place in which to work, live and play, that offers residents and businesses growth and opportunity. It is a city of diverse communities, led by Council, which together with staff, spends wisely and governs in an open and accessible manner. Corporate Mission The mission of Council and staff is to work together to create and implement strategies necessary to turn the vision into reality. Corporate Goals 1. A City of Growth and Opportunity 2. A Great City in Which to Live 3. A Healthy, Safe and Green City 4. A City Where People Come First 5. A City That Spends Wisely and Invests Strategically 6. A City of Choice for High Performance Public Servants
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Vision, Mission and Goals
The preceding corporate vision, mission and goals provide a policy foundation for the Information Technology Strategy. The primary objective of the IT Strategy is to develop a three year plan for the effective use of technology that will both support and enable progress toward the achievement of the City vision, mission and goals. The IT Strategy presented in this document is
aligned with the Corporate Business Planning process and directly supports City goals. The Corporate Business
Plan, in turn, integrates all City strategies including those for IT, human resources, finance, communication, vision 20/20 and infrastructure planning. As part of the Corporate Business Planning process, the Information Technology Division developed a vision statement encompassing two distinct programs as
presented below. The first program: IT Services, has an internal focus i.e. meeting the needs of the staff of the corporation. The second program: e-Government, has an external focus serving residents and business needs. Information Technology Vision IT Services: To take a leadership role in delivering comprehensive IT services to meet the City’s vision and corporate goals in a more efficient and cost effective way for the benefit of the City organization and the community. e-Government To deliver multi-channel e-Government services for the convenience of residents and the business community and for the benefit of the City organization to contribute to the City’s vision and corporate goals.
Current Environment
The Information Technology Division, currently consists of 72 staff which provide technology solutions and services to the Members of Council and City staff. This division supports over 120 different computer applications, over 3,600 users, and 3,000 p.c.’s that are located in 145 different sites across the City. There is also a pilot mobile computing project that is being supported by this division.
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Case for Change
Case for Change The City Management Team has long realized the need for a comprehensive Corporate IT Strategy. Information
technology is a critical enabler of the City Business Plan. Transformation is essential to move the City from a fragmented approach for technology initiatives and
investments to an enterprise model built on a solid value proposition that is structured to achieve integration, agility, and flexibility. The drivers for change are illustrated in the diagram below. The IT Strategy must address each of these drivers and respond to them through a specific action plan.
Drivers for Change
- Integration of various systems
Municipal Amalgamation
Corporate Management Expectations for Efficiency and Savings - Effective, economical systems and processes
Council Goals
Citizens Expectations for Service - Access needs anywhere anytime
Competitive Pressures - Performance measurements and benchmarking
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Purpose of this Strategy
The IT Strategy is designed to • enhance service to the public, businesses, and visitors through e-Government • support the City Business Plan and individual department business objectives • leverage the use of technology to streamline City processes and contain costs • create a business driven enterprise technology
framework to guide decision-making • forge partnerships with the community and with other public sector organizations • leverage the value obtained from the City’s prior investment in enterprise resource planning
applications and geographic information systems among others • provide advice and support in the implementation of technology solutions throughout the organization • harness the untapped power of innovation made possible by emerging technologies • optimize the deployment of staff resources to meet enterprise and department needs • deliver a secure and reliable infrastructure and communications network and • plan for growth and change
Benefits
The IT Strategy will benefit the City by: • enhancing service to the public, businesses and visitors by integrating service delivery strategies to provide accessible and convenient service delivery • • • enabling easy communication with citizens and other customers for economic development opportunities presenting a comprehensive and sustainable action plan based on City needs aligning staff resources, projects, and funding to address City technology priorities
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•
facilitating achievement of excellence in public service through appropriate use of Information Technology.
• • • • • • • •
managing data as a corporate asset to maximize its value and to enhance its usability fully leveraging technology solutions enabling the City to manage change effectively enhancing collaboration among City departments as well as with external organizations optimizing the benefits derived from the investment in Information Technology allow technology resources to be assigned
appropriately to IT activities defining accountability for Information Technology within the City, and facilitating communications among City staff on Information Technology processes, priorities, and standards
Risks
The risks of not implementing the IT Strategy include: • • • • • • • IT seen strictly as IT, not the wider aspects of the management of information divergent views to technology, not a coherent, corporate approach ineffective use of funding and staff resources to meet City technology needs continued duplication of technology research,
implementation and data collection fragmented business solutions and lack of overall integration dissatisfaction by the public and City staff with regard to available tools and technology and increased costs
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Critical Success Factors
A good strategy is easier to formulate than to successfully implement. The successful achievement of this Plan and the related benefits require: • Commitment and support from the City Manager, City Management managers. • Effective communication of the IT Strategy to staff. • Effective communication of support for the Strategy to all staff. • The development of trust and partnership between IT and City departments. • Ongoing assessment of IT performance relative to the 3-year Strategy • Continual review and updating of the Strategy. Team and all department/division
This IT Strategy is the instrument being proposed to make the significant changes needed to accomplish the transformation imperative of the IT function and the City organization. Decisions on options for IT governance, a service delivery model (including outsourcing) and project priorities are the prerogative of the CMT and City Council. These decisions will pave the way to addressing the drivers and pressures discussed earlier and to the seamless integration of IT into the fabric of the City organization.
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The IT Strategy Development Process
Guiding Principles The following Guiding Principles*, endorsed by the Corporate Management Team, were used as a touchstone as the Strategy evolved:
1. Service to The Citizens
Providing services to the citizens is the “reason for being” for the City organization. Our guiding imperative is to meet citizens’ needs efficiently and effectively. Staff require appropriate and sufficient information and tools to enable them to respond to citizen’s needs and improve customer satisfaction. Information Technology may be used in many ways, including: a) Enabling efficient planning and support for City services. b) Providing residents with an integrated choice of service channels (e.g. Internet, IVR, over the counter, call centres) such access to be seamless, and available anywhere, anytime. c) Integrating systems and sharing services and data including a common look and feel.
2. Support to the City’s Core Business Needs
IT’s prime purpose is to support service delivery and the business needs of the operating departments. Development, implementation, and application support must be done in close co-operation with the lines of business. Business requirements drive IT activity, therefore, we need to: a) Find and capitalize on opportunities by co-ordinating projects and initiatives across the organization through improved governance, communication and planning processes. b) Balance large multi-department and smaller department-specific initiatives. c) Develop a process in advance of the capital budget for issues of shared significance.
* Hamilton staff acknowledge the contribution from the IT Strategic Plan of the City of Winnipeg from which these 5 principles were emulated.
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3. Integration of IT Applications at Every Opportunity
Technology must be integrated at every opportunity. Integrated technology enables business-driven initiatives and improves services by supporting shared data,
applications, secure infrastructure, and standards. Improved communication between business units and IT is both an essential ingredient in the process of integration, and a desired outcome. Integration enables greater efficiency, and seamless availability of and access to more information. Integration is a means to achieve reasonable economies of scale. Deviations from standards that put others at a disadvantage or risk should not be allowed. This means: a) Supporting deviations from standards only with sound business cases, and accepting associated costs/risks. b) Consciously considering opportunities for integration at the project planning stage. c) Providing additional training and resources as required. d) Systematically eliminating applications that are based on closed technology standards.
4. Strategic Investment in IT
Through strategic IT investment the City can reduce the cost and time to deliver and manage IT solutions, reduce maintenance and support costs, and improve the quality and value of technology solutions. Alternative investment strategies must be investigated (e.g. optimize use of existing systems through re-use and adaptation; integrate existing systems; investing in new systems through strategic partnering, outsourcing, or buying and when absolutely necessary, building our own systems). The implications for all departments involved must be considered and a proper governance model established to ensure that technology investments are discussed from a corporate perspective. Investing strategically also means: a) Supporting investment decisions with sound business cases. b) Supporting and participating in the optimization of collective interests, and being prepared to sub-optimize solutions in some areas, as appropriate. c) Facilitating, promoting, and encouraging reuse of existing systems and applications.
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5. Collaboration and Cooperation
Mutual collaboration is the answer to the classic gap between the corporate IT perspective and the
departmental perspective. We must work collaboratively to take full advantage of our multiple skills and capabilities. This will ensure effective delivery and management of IT solutions, and allow for the effective use and deployment of IT resources, while respecting service delivery
requirements. Sharing expertise can help us maximize the advantages of new technologies across departments, and reduce the time it takes to deliver IT solutions. Sharing expertise is not about changes to lines of authority, but about cooperation and skills transfer. This means: a) Reviewing requirements on a project by project basis. b) Ensuring that priority-setting is well understood. c) Planning and communicating in advance so departments can prepare. d) Developing “Centres of Expertise”; building a “knowledge community”. e) Committing to cross-departmental partnerships. f) Supporting informal service arrangements as well as the formal service level agreements. g) Investing in staff training and resources. h) Assigning ‘lead’ departments on solutions where rapid delivery is required and fully shared, cross departmental planning is not expedient.
13 Step Process
The City used a consultative and collaborative “Thirteen Step Process” to develop the IT Strategy. The process (outlined in Appendix A) builds on best practices and the experience of other organizations but was “made in Hamilton” to link directly to the business planning framework and to match City needs. The 13 step process consisted of the following: 1. Define vision, goals and objectives: The first step was to define the mission, goals and objectives, assess the current conditions (“as is”), and set the targets for a strategic direction (“to be”) 2. Environmental Scan: The CIO met with Departmental Management Groups and the IT Steering Committee to discuss corporate and departmental needs.
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3. Needs Analysis: At this point in the process, 4 teams were created from existing working committees and focus groups to address four areas: Hard Services, Human Services, e-Government, and IT Infrastructure. The team size varied from 15 to 45 participants. Consultants and IT resource staff were made available to each team as they engaged in strategic sessions. In this step, the teams identified key IT needs which affected their area. 4. Key Need Results: The outcome of the 4 teams deliberations on needs were consolidated into 16 key need results. 5. Expectation Analysis: The four teams determined where the City currently stands and where the City could be in 5 years relative to the 5 guiding principles for the development of the IT strategy. This analysis was intended to gauge the participants expectation of the strategy. 6. SWOT Analysis: The four teams determined the strengths, weaknesses, opportunities and threats relative to their specific area. 7. Strategic Outcomes: The four teams developed numerous strategic outcomes from the preceding analyses. These were then aggregated into 23 strategic outcomes by the consultants. 8. Consolidate and Refine Strategic Outcomes: The 23 Strategic Outcomes were consolidated into 7 Key Strategic Outcomes and 2 Strategic Enablers. These were discussed and confirmed with the IT Steering Committee. 9. Consider Projects in relation to Guiding Principles: A list of over 120 technology projects was compiled from across the corporation. Every project was mapped in relation to the set of guiding principles to ascertain each project’s contribution to these principles. This resulted in approximately 20 projects per team that were considered of highest priority. 10. Consider Client Impacts: Every project was mapped in relation to the impacts of the project on clients to determine its relative priority.
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11. Review Projects in relation to Strategic Outcomes: Every project was mapped in relation to the degree it supports the accomplishment of the desired Strategic Outcomes. 12. Develop Priorities based on Guiding Principles, Client Impacts and alignment with Strategic Outcomes and Prepare a Three Year Schedule: The wealth of information from the previous steps was consolidated. Projects were prioritized accordingly and an implementation schedule was developed. The projects were grouped into priority corporate, priority departmental and other departmental projects. 13. Prepare Project Profiles for Recommended Projects: a project profile template was crafted to set out the project scope, schedule, resources, and objectives. Depending on approvals from the CMT, the template will be used to populate the above data for each approved project. The many contributors worked through the process and assembled a wealth of information to guide decisionmaking. At the end of the process, the participants brought client-centric, corporate and departmental perspectives to the deliberations to ensure that the Strategy met all of the needs, positioned Hamilton for the future, and delivered an achievable, actionable plan.
Business Plan Alignment
Early in the summer of 2002 the City began a corporate wide business planning exercise. It was essential that the Corporate IT Strategy support the corporate Business Plan. This strategy has been designed to be consistent with and support the accomplishment of Council goals and the corporate Business Plan. The framework illustrated below outlines how this was structured. This framework was referred to throughout the 13 step process to ensure the end result was properly aligned to meet the business needs of the corporation. Strategic Outcome #3 Strategic Outcome #2 Strategic Outcome #1 (Why)
Projects (What) Client Impact/ Benefit (Who)
Deliverables Framework
Priority/Schedule
2003
2004
2005
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Innovative Approach
In a distinctly “made in Hamilton” approach, 4 teams were created to ensure extensive coverage of the strategy for all that IT impacts on within the City. The 4 teams were eGovernment, Hard Services, Human Services and IT Infrastructure. Conceptually, the first three teams formed 3 pillars of City services supported by the IT infrastructure as a foundation as depicted in the diagram below. Eight Directors from across the Corporation participated in the process, 2 Directors were assigned to co-lead each team. These 8 Directors were also members of the IT Steering Committee, chaired by the CIO, which met regularly to review the process and assess the information that was being gathered. The project used four consultants, one per team, to facilitate three individual day long strategic sessions for each team and to provide advice and guidance based on their experience. This was a cost-effective method to obtain specific advice and ensure that the project mirrored best practices.
Electronic Government
Human Services
Hard Services
IT Infrastructure The Pillars of the IT Strategy
Strategic Outcomes and Enablers
After extensive consideration, the IT Steering Committee synthesized and consolidated the conclusions from the process into seven “strategic outcomes” and two “enablers”. These enablers related to creating a technology management framework and an IT investment process respectively. Like a giant jig-saw puzzle, the strategic outcomes and enablers are illustrated in the following diagram in the context of People, Process and Technology.
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Tech Savvy Knowledge
R E el xt at er io n ns al hi ps
Workers
Ef f ec tiv Cu e sto Se m e rvi r ce
Drivers for Change
gy nolo Tech ement g a n rk Ma ew o Fram
Online Government Transformation
C o G un oa ci ls l
Sus tai Fun nable d Mod ing el
E N A B L E R S
line On oyee l p Em cess Ac
Secure & Reliable IT Infrastructure
age our Enc ata D tion gra Inte haring s and
Strategic Outcomes
1. Deliver effective customer service This would lead to consistent levels of serving the public through a number of different channels as well as to the effective use of technology to deliver continuously improving customer service. Interaction with the citizens, such as customer surveys, would be used as a means to measure our performance. This strategic direction would involve first, leveraging/optimizing the use and functionality of our existing technology, second, integrating existing systems and data where possible and finally implementing new solutions when necessary.
2. Develop high performance, tech savvy, knowledge workers This would lead to providing staff with access to the training and tools necessary to do their job as effectively as possible. It would be in concert with the best practice recruitment described in the Human Resource Strategy. 3. Accomplish online government transformation This would lead to the creation of a web presence for providing services currently available through
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conventional means such as phone, mail or in person (over the counter). The web site would provide community information that would support economic development and tourism, provide transactional and e-commerce capabilities as well as provide transparent access to services provided by all levels of government. 4. Promote online employee access This would increase the ability of staff to have access to the necessary corporate data and information, anytime from anywhere. In turn, this would enhance the effectiveness of mobile employees by providing access from remote locations to all relevant data when needed. As well, this direction will establish the necessary infrastructure to allow employees to effectively work from home where appropriate. 5. Build partnerships and relationships with external agencies and other levels of government This will include partnerships with academic institutions, other municipalities, provincial agencies, federal agencies, as well as working with the technology community in the City.
6. Streamline processes and encourage data integration and data sharing through cooperation and collaboration This would lead towards reducing the number of duplicate processes and systems, and also eliminate duplicate data capture and maintenance. This direction would encourage the integration of data and cross-departmental collaboration to establish a database of record and a credible source for needed data and information. 7. Provide a secure and reliable IT infrastructure to meet the current and future needs of the City This would lead to an integrated IT Infrastructure for voice and data to meet the technology needs of the corporation both now and in the future. Strategic Enablers 1. Establish a Technology Management Framework Establishing this framework would clarify the roles and responsibilities for IT services, both for the Information Technology Services Division and for the user departments. This would lead to: an IT organization structure that meets the needs of the
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corporation; the creation of an IT steering committee with members from across the corporation to deal with technology issues; as well as the development of effective Information Technology policies and programs. 2. Develop a sustainable funding model A sustainable funding model would lead to the effective utilization of scarce IT budgets and may require the pooling of resources to implement corporate technology solutions as well as the formation of public/private partnerships or partnerships with external agencies.
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Recommendations
Recommendations The Information Technology Steering Committee
believes that the following recommendations are the fundamental building blocks for realizing the IT vision and in turn, supporting the accomplishment of the Corporate goals established by Council. These
recommendations are designed to allow technology and technology staff to better serve the staff and the community and at the same time move the City towards industry best practices in a number of areas. Once
implemented, these recommendations will move the City to the next level of technology, allowing citizens, businesses and employees access to City services via the internet/intranet. Focus on Service The primary purpose of this plan is to help all departments improve service delivery. Hamilton citizens will benefit from the IT Strategic Plan with improved access to public information and services and more convenient choices for conducting business with the City. The City is well positioned to implement these recommendations with the state of the art technology that has been adopted in the City, the ‘evergreen policy’ of IT asset replacement and an extensive fibre based
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network that complements the public communication network. For this strategy to be truly successful it is essential that the application of Information Technology to City operations becomes a partnership among its operating departments, the Information Technology division and the City’s management staff. People Process Technology The strategy recommendations have been grouped into the main headings of People, Process and Technology as shown on the high level diagram attached as Appendix B: The Information Technology Steering Committee
recommends that the City Management Team recognize and commit to the business value proposition for IT to more effectively serve the Corporation and each department by approving the following
recommendations: ITMT 1. Approve the Corporate IT Management Framework (Appendix C) and associated Terms of Reference (Appendix D) for IT governance and create a permanent IT Management Team (ITMT) with authority and accountability (delegated to it by the CMT) on all IT matters including the preparation of an annual IT Business Plan depicting all projects planned, priorities and budgets 2. To ensure that the CIO participates in CMT decision making on all relevant issues, any IT related initiative be vetted through ITMT before coming to CMT, including departmental operational initiatives. Also to receive the October 22, 2002 ‘Ópen for Opportunity’ Task Force recommendation that the Corporate IT function be administered by a CIO position reporting directly to the CAO. 3. Direct the CIO and ITMT to work together on an urgent basis to deliver a Corporate IT Business Plan that recommends the potential channeling of the current technology investment and budgets to deliver corporate and departmental priorities 4. Approve (and where already approved, re-confirm) the policies and standards listed in Appendix E. The CIO and the ITMT shall be responsible for the
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CIO Role
Corporate IT Business Plan
Policies and Standards
development and communication of these policies and standards. Management is responsible for ensuring staff compliance and will work with HR on appropriate remedial action when necessary. HR is requested to incorporate the IT policies into the orientation of new employees and to ensure that employees accessing corporate computers acknowledge and sign off on the Acceptable Computer Use Policy. As well, the CIO and ITMT shall research and introduce other policies and standards that would fill any gaps and which would contribute to the effective implementation of the IT service delivery model described in recommendation 10. Funding and Administration of IT Assets 5. Approve that the funding and administration of the evergreen policy for IT assets be administered centrally by IT and that full life cycle costing be implemented to determine ongoing costs. This would include developing a process to charge all departments their fair share of costs based on a pre-approved methodology to be determined and approved by the Finance division and the Operating Departments. Priority Corporate Projects 6. Approve the 6 top priority corporate IT projects described below which would be initiated and implemented in phases, over the next 3 years (2003-2005) and the centralization of all capital budgets for these projects in the IT division. The CIO will be responsible for these projects and the ITMT will oversee their implementation. This should be accomplished by assigning project directors from the operating departments to implement these projects. Significant public and staff consultation including market research will be required to implement these projects. Most of these projects represent the technology foundation to support all other departmental projects. A detailed business case is a prerequisite for the implementation of each of these projects. The priority corporate projects outlined on the following page are shown in the schematic in Appendix F:
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Priority Corporate Projects
The 6 priority corporate projects are: • Expanded Enterprise System Solutions and Applications • e-Government Services • Geographic Information System for Economic Development & Tourism • Electronic Document and Records Management Systems • Common Front End • Asset and Infrastructure Management
Priority Departmental Projects
7. Approve the 8 top priority departmental projects described below which would be initiated and implemented over the next 3 years (2003-2005) with budgets for these projects to be maintained within the department owning the project. Centers of Expertise must be involved in the delivery of these projects. The designated project directors assigned during the Project Profile phase will be Profile document in Appendix G are responsible for their individual projects and the ITMT will set priorities for these projects in collaboration with the departments and will oversee their implementation. The priority departmental projects are: • Transit Technology Replacement/Corporate Automated Vehicle Location for Fire, EMS, Police, HSR and Fleet • Mobile Computing Investigation • Restaurant Inspection Program • SPHS Contract Management Information System • Point of Sale – CLASS cash Upgrade • Technology training - beyond basics i.e. voice dictation software • IT Disaster Recovery • IP Telephony
Other Departmental Projects
8. Approve that other departmental projects documented in Appendix H shall remain the responsibility of the department owning these projects. Corporate IT policies and standards must be adhered to in proceeding with these projects and the authority and accountability for this will rest with the departmental director on the ITMT.
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Project Delivery Structure
9. Approve that the CIO and ITMT adopt the Project Delivery Structure shown in Appendix I as a template for the implementation of the recommended corporate and departmental projects noted in 7 and 8 above. Such template will make use of and adhere to Project Management best practices such as the concept of “project charter”. 10. Implement the IT Service Delivery Model shown in Appendix J. The model is based on a centralized authority and accountability for IT Services with a decentralized delivery by “Centers of Expertise” located within designated departments. The distinction will be that the Centres of Expertise should provide direct business applications and knowledge management support to their respective departments and provide their expertise and support corporately to other departments as appropriate. The central corporate unit will provide overall common Information Technology services as described in recommendations 11 and 12. This Model will be used as a guideline to develop a detailed implementation plan in consultation with the General Managers, ITMT and staff. The service delivery model for each department would be subject to a periodic review.
IT Service Delivery Model
IT Common Services
11. Consolidate the Information technology functions as shown in Appendix J into the Common Services Area of the Corporate IT Department together with the associated authority and accountability subject to Service Level Agreements (SLA’s) . 12. Create 5 Centers of Expertise, to provide departmental Business Support, one in each of the larger departments of Public Works, Community Support Services, Planning and Development (together with Economic Development), Corporate Services (together with HR,City Manager’s office and Council), and Emergency Services. The General Managers shall work in collaboration with the CIO to develop the detailed organizational structure for these Centers. Staff in these centers shall be seconded from the individual departments as well as from the existing ITS Division. These Centers of Expertise shall physically reside within the designated departments and shall have functional reporting to the departmental director on the ITMT and direct reporting to the corporate IT department. The Centers of Expertise shall be consulted and used to the maximum extent to assist in the delivery of the projects listed in recommendations 7 and 8 above. In addtion, the
Centres of Expertise
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Centers of Expertise shall be responsible for the delivery of the support services shown in Appendix J to their individual service department(s) in accordance with the Service Level Agreements. IT will meet annually with each department head to review IT performance of the Centers of Expertise. Partnerships & Relationships 13. Approve that ITMT, in colloboration with the CIO, seek to build partnerships and relationships with external agencies, community groups and senior levels of government.
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Business Plan
IT Business Plan (2003-2005) The 3 year Business Plan described in this Strategy paves the way to the accomplishment of the 7 Strategic Outcomes (WHY) for the Benefit of the Clients [the City and its departments as well as the community at large] (WHO) through the effective deployment of resources to deliver quality Activity Outcomes (WHAT). IT Resources As outlined in the chart below, the City of Hamilton currently expends well over $35 M in capital and operating costs on IT. Included in these estimates are over 90 person-years of staff resources in the Information Technology Division and other staff
performing mainly IT related tasks in the other departments. Appendix K outlines the capital budget.
Capital Current IT Expenditures Operating ITS Other Total
24M
7.5M 4.5M 12. M
Estimated* Annual Corporate IT Cost = $20 M
* Capital assumed over 3 years
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The challenge for IT and the corporation is to deliver on the 3 year plan utilizing the existing resources. The role of the CIO and the ITMT in making these staff and financial resources available to deliver on the Business Plan cannot be over emphasized. As the City organization
grows, the management tasks become more strategic. IT becomes more of a “technical sell”. The ITMT must: • • • • • • Lead the business Champion the impact of “e” Create an environment of opportunity Source intelligently from the external market Develop IT technical, services, and management skills Demonstrate excellent value and performance through Indicators developed through the Business Plan • Build and maintain the technical platform and service delivery
Schedule
Consultation with the various departments on the priorities stemming from this Strategy resulted with an ambitious schedule. The schedule is more detailed for 2003 and less detailed for 2004 and 2005. The schedule is attached as Appendix L
Deliverables
Over the 3 year period of the Plan, the City will be aggressively pursuing the priority corporate and departmental projects listed in the recommendations section. In terms of specifics, the following list provides an indication of what is possible to deliver in terms of City services.
1. e-Government Services to Citizens and Businesses The first list focuses on the e-Service delivery and groups the e-services into a number of areas for ease of reference. In conjunction with these services, there will be concurrent graphics and mapping capabilities delivered as well.
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Information Services (2003-2005) Following the Jan Kelly Marketing assignment, the City Portal will be created to provide enhanced ability to access City information and services. Re-branding of the existing web content will be focused on services instead of departments. Furthermore, the City information services will be integrated across service delivery channels (e.g. contact center, municipal centers, kiosks, IVR and the web using common technology). The goal is to provide a single window access, anywhere, anytime. The information services to be delivered in 2003 include: • • • • • • • • • Programs and Facilities Information Bus Schedules Engineering project information Zoning Bylaw Contact information (directory, feedback, surveys) Special Events Council meetings and agendas What’s new City Employment Opportunities (this will be integrated with the e-Recruit application being implemented as part of PeopleSoft phase 2) • Search capability • Quick & simple electronic online forms Transaction and e-Commerce Services(2003-2004 • Program registration services will involve the ability to book and pay for program activities • Parks and Recreation registration system (including the use of IVR system) • Online Parking Tickets Payment
Property Services (2003-2004 Property owners, realtors, bankers, and lawyers will be able to access property related information. This will have e-commerce capabilities. • Tax certificate ordering • Property inquiries • Assessment information • Tax information
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Permit Services (2004) Customers will be able to access services related to application, inquiry and payment of permits required by the City including: • Active building permits development and deployment • Inquiry procedures and status reporting • Application and payment of selected permit types • Permit status notification • Inspection scheduling, status and results notification • Facility and property mapping Licence Services (2004) The service will allow customers to inquire, apply and pay for various licences required by the City. • Online licence application • Application status • Renewal notification • Online licence renewal • Payment of selected licence fees
Business Services(2003-2004) • Business Directories and web link E-Democracy Services (2003-2004) These will allow local community groups to make their presence known, post upcoming events, etc. • Council meetings and agendas • Event calendar for community groups and business • Volunteer registration and requirements posting • Community Bulletin • Community program and event registration • Event Sponsorships • Project and Community Web casting services • Community Employment opportunity postings 2. Customer Relationship Management (2004) • Call tracking and Request for Service • Service monitoring and fulfillment 3. Employee Self Serve (2003): • “My Hamilton” Portal for employees applications • Employee Bulletin Boards and News • Collaboration Tools with e-
4. GIS for Economic Development and Tourism
(2003):
• Unified address data base searchable by all employees via web • Custom GIS applications
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5. Asset
& Infrastructure Management (2003-
• Consolidated licensing for software • All future MMS applications using Hansen • Custom MMS applications 6. Electronic Records and Document
2005):
Management (EDRMS) (2003-2005):
• Software for EDRMS chosen and applied in a Pilot Test • Document Classification Index for all Departments • Retention Bylaw approved
Cost Estimate
The above deliverables will have a price tag which is difficult to estimate without the appropriate project profile documentation. In a cursory attempt on placing an ‘order of magnitude - estimates as shown in Appendix M.
Performance Measurement
With increasing demands for technology and for technology resources it is imperative that we monitor performance on a regular basis. Service level agreements will be prepared with each department on an annual basis and will be reviewed regularly as one means to monitor performance. A critical role of the IT Department is to look beyond the needs of today's applications to ensure that the technology infrastructure is in place in order to support future applications. For this reason it is essential to ensure performance in all areas is measured. As part of the Business Planning process during 2002 the IT Services Division established performance measurement indicators.
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Conclusion
Next Steps Once the Strategy is approved by the City Management Team, the CIO will: • Present the plan for information to City Council • Meet with the General Managers of all departments to agree on the organizational structure of the Centers of Expertise and design a mutually acceptable implementation process • Request the General Managers to designate a representative to the ITMT • Convene the newly formed ITMT and give immediate priority to the development of an IT Business Plan for 2003 • Deliver the corporate projects in accordance with the Plan • Reinvent Information Technology Services to best relate to the agreed organization of the Centers of Expertise • Consult with Human Resources concerning the appropriate processes to match staff with positions. Leadership is Essential The implementation of this IT Strategy requires leadership to be provided by the CIO and by the Information Technology Management Team supported by the City Manager and City Management Team. The CIO will be
directed to assume responsibility for initiating the majority of actions required to see the projects and programs get started and progress is reported. The Information
Technology Management Team will remain an active participant, through: assignment of project sponsorships; reviewing and approving IT-related policies and standards; reviewing and approving go/no go decisions regarding the capital program; and, on-going monitoring of overall progress of the plan and the capital projects.
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Conclusion
The recommendations in this report, together with the wealth of supporting materials define a clear and realistic path for the City to follow for the next three years. Although it represents a significant repositioning of IT within the City’s overall Strategic Plan, particularly with respect to the proposed investment, the Strategy reflects collaboration with all departments and with external organizations and positions the City for the future. The Information Technology Steering Committee is confident that the Hamilton
Information Technology Strategy will serve the City, residents and business well over the next three years and reflects the new City identity to “reach, dream, rise and shine”.
Although clearly visionary, these recommendations put forward in this strategy are achievable and reasonable.
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A
P
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A
Define Vision & Objectives
Needs Analysis
13 Step Process
Stage Dimension Aware Capable Mature “World Class” Organization & Resources (PEOPLE)
Process data & applic’n
Technology
Key Need Results
Environmental Scan
Expectation Analysis
Strengths
! The internal strengths that the organization currently enjoys ! City has excellent training facility in City Hall
Weaknesses
! The internal weakness that the organization exhibits
12 34 5 6 7 1 2
! No in-house training resource
Opportunities
"
Threats
"
The opportunities that the organization has because of their unique situation and/or external environment
! Train the trainer/power user in each department/division
Threats are potential situations or trends that will further weaken the organization or cause a new problem
SWOT Analysis Strategic Outcomes
Mapping Projects against Guiding Principles Key Strategic Outcomes and Enablers
Project Name Project Lead
Project Profile
PeopleSoft Upgrade CIO
Scope and Description • This project includes the upgrade of both the Finance and Human Resource Module of PeopleSoft. • This will include Server upgrades and Operating System upgrades where appropriate. • Numerous training and information sessions will be required prior to implementation of each module • A project team consisting of IT and user departments will be established for the duration of this project
One Time Cost Relative Priority High
Ongoing Costs Duration
Staff Resources 2003Q1 – 2003Q2
Mapping Projects against Client Impacts
Mapping Projects against Key Strategic Outcomes
Implementation Plan and Schedule
Develop Project Profiles
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People
IT Service Delivery Model
Centres of Experience
Recommendations Grouping
Process
Governance IT Governance IT Service Terms of Delivery Model Reference Funding
Common Service Area
Common Service Area Partnership Communication
IT Skills Requirements
Performance Measurement Reporting Projects Priority Corporate Projects
Technology
Policies
Enterprise Resource Planning
eGovernment
Geographic Information Systems Asset & Infrastructure Management
Standards
Documents & Records Mgt.
Common Front End
Priority Departmental Projects Network and Help Desk
Automated Vehicle Locator Restaurant Inspection System IT Disaster Recovery Mobile Computing
CLASS Point of Sale
IP Telephony
Technology Assets
SPHS Contract Mgt.
Technology Training
Other Departmental Projects
Priorities recommended by Departments in an annual work plan and budget
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C
IT Management Team (ITMT)
ITMT Members
IT Governance Model
CMT
CIO
IT Services Public Works Member Affiliate Members * Library Corp Services Member
Librar y C. of E. Business Planning and Strategy
IT Centres of Expertise (C. of E.)
IT Services Division*
*Existing internal structure t o be modified
All help des k acti vities TOE C. of E. FUNCTI ONS Data acquisition and updates Data pri vac y acti vities SPHS C. of E. All net wor k operations all digital print shop oper ations all net wor k securit y acti vities including vir us protection, disaster recover y and business r esumption planning All corpor ate databases and war ehousi ng acti vities i ncluding those for GIS, Financial, HR, Pl anning, Engineering, etc…. All IT asset acquisitions, leasing and or purchasing, disposal, ret ention i ncluding PC’s, lapt ops, printers, s er vers, etc… as wel l as all telecommunic ation c ontracti ng and support including mobile devices, des k phones, cell ular phones, et c. All soft war e licensing and maint enance All internet and intranet acti vities (subject to other corporate organizational changes that may r esult with the c reation of a multichannel “ Customer Relationshi p Management” function in which case the web activit ies will be par t of that function) All general IT trai ning on corpor ate sys tems i ncluding GIS, PeopleSoft, Microsoft Office, etc. All data bac kup and recover y
{
FUNCTIONS Future tec hnology “look out” IT project management Client Rel ations acti vities Knowledge management acti vities Development, deployment and support of IT Business Applicat ions, including busines s case development and reporting acti vities Depart mental dat abase management and suppor t
Ec. Dev. Planning and Dev. C. of E.
{
Communit y Ser vi ces C. of E.
Police Services Planning & Dev Member Hamilton Hydro/ FibreWired
Finance & Corp. Ser v., HR, CAO, Counc il C. of E.
Development of c ustom GIS applic ations and reports
C of E functions
All IT perf or mance meas urement ( with key input from the Centres of Expert ise)
Common Functions
H/R
Member
*Refer to Appendix J for detail of this chart HECFI
Ec. Dev Community Support Services Emergency Services
Member
Tourism Member
Member
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Background
ITMT Terms of Reference
TERMS OF REFERENCE
INFORMATION TECHNOLOGY MANAGEMENT TEAM (ITMT)
The Information Technology Strategy has recommended the establishment of a Corporate Information Technology Management Team to oversee the effective implementation of the IT service delivery model. ITMT is to be anointed by the CMT as a team with authority and accountability for all IT matters.
Role
1. To prepare an annual IT Business Plan in accordance with the IT strategy that channels the current technology investment and budgets to deliver corporate and departmental priorities 2. To prioritize collective Information Technology efforts to meet Councils (citizens) Goals and those of the organization as a whole, and to prepare and put forth business cases in support of projects and activities. 3. To co-ordinate, collaborate and leverage IT efforts to insure the efficient and effective use of IT resources, including expert knowledge, hardware, software, infrastructure and data 4. To identify emerging trends, technologies, industry standards and internal/external risks and to proactively recommend changes in direction (i.e. architectures and standards), policies and directives, systems and/or processes as required. 5. To recommend policies and directives to maximize the quality and value of information systems and data. 6. To develop and recommend the ongoing ever greening of the IT strategic plan and to promote a shared understanding of the goals of this plan and its alignment to overall Council direction. 7. To ensure timely progress toward strategic goals through the development and implementation of tactical priorities, plans and, as appropriate, through working groups. 8. To assess and continuously enhance the performance of IT relative to corporate IT Vision and objectives.
Membership/Meetings:
1. Each department would have 1 director level member. 2. Membership on the ITMT would be for a 1 year term, renewable by the General Manager or Executive Director of each department. To enable a greater cross section of directors of the corporation to influence and become aware of the IT challenges facing the city, it is proposed to rotate the directors from each department as members of the ITMT. 3. Committee reports to the CMT 4. ITMT is Chaired by the CIO 5. Meeting monthly and/or at the call of the Chair
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Current IT Policies and Guidelines Policy Name Home Access Use Policy (March 3 ,2001) Interim Policy for the Purchase, Upgrade, Activation or Repair of Cell Phones
Policy Listing
Policy Statement/Description This policy identifies the mechanisms for remote access to the City’s corporate network including support and security This policy outlines the rules governing the City’s new cellular service contract with Bell Mobility and Teletron. The Technology Entitlement Policy will supersede this interim policy. This policy outlines the City’s (IT) response to unsolicited commercial email. It also provides employees with information on SPAM and antiSPAM controls. This is a policy to define what the City of Hamilton charges for the dissemination of geographic data, specifically in digital form. The policy ensures that consistent and equitable service is provided to the public, and ensures that costs are keep to a minimum by basing fees on cost recovery. Recovery of costs will be based on dissemination costs only and will not include the cost of acquiring, developing or maintaining the original data. When dealing with standard hard copy maps created by the City of Hamilton, from geographic data, the Corporate Pricing Policy shall apply. This policy governs the use of the NetSupport Manager software tool. NetSupport Manager allows ITS staff to remotely control users desktop p.c.’s for support purposes only, after the user has granted permission. This policy describes technology entitlements for all City of Hamilton staff. Software and hardware standards will also be defined in this policy The purpose of the Computer Acceptable Use policy is to ensure that all City users operate their electronic computing resources in an ethical and lawful manner. The policy also identifies abuses that could result in disciplinary measures or legal action.
E-mail SPAM Policy (April 6, 2001)
Data Dissemination Policy (August 2002)
NetSupport Use Policy (March 2000)
Technology Entitlement Policy - September 26, 2002 Computer Acceptable Use Policy – January 8, 2003
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IT Guidelines E-mail Use Guidelines (March 2001) E-Mail Attachment Guidelines (April 2002) World S: Drive Use Guidelines (June 2001) Home p.c. security guidelines (October 2001)
Policy Listing
E-mail Out of Office and Automatic Reply Guidelines (February (2002) Internet Use Guidelines / Safe Internet Usage (February 2002 & June 2001)
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F
Enterprise System Solutions
Staff Enterprise Portal Customer Relationship Management Employee Self Serve Budget Development Business Portal Public Enterprise Portal Phase II On-line Services CLASS Upgrade Forms Web Site Restructuring E - Branding
Corporate Priority Projects
EGovernment
Library On-line Business Directory
Electronic Reference
GIS for Economic Development & Tourism
Common Address Database
Field Data Collection Mobile Computing
GIS Solutions for Business & Tourism
GIS Data Upgrades & Ortho Photos
IT Support For GRIDS
Asset & Infrastructure Management
Hansen Expansion & Integration
Maintenance Management Review & Implement Phase II
Integrated Management System
Electronic Records and Document Management
Meta Data Or Data Dictionary
Data Entry Process Streamlining
Electronic Records & Document Mgmt Phase II
Functional Directory
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Knowledge Management
Connect Hamilton create Community Information Hamilton
Common Front End, Integration and Collaboration
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Project Name Project Lead Project Type Project Background Scope and Description !Priority Corporate
Project Profile Template
!Priority Departmental
!Departmental Other
Department/Division(s) Impacted Project Benefit Staff Resource
# of staff and skill set required
Project Duration Total Cost
2003Q1 – 2003Q2 Hardware Cost
(with explanation)
Software Costs
(with explanation)
Contracted Services
(with explanation)
Training Cost
(with explanation)
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H Other Departmental Projects
E-government / Portal extension related issues
• • • • • • • • • • • • • • • • Permanent tourism web site Incorporating provincial services into municipal services centre (portal) Web content management tools (portal, tools) Web content review (process and tools) (web, tools) HWIN (Hamilton Wentworth Information network) (network and portal) Youth council web site Business portal Intelligent forms (Web, e.g. permit) Personalized portals Web site accessibility for vision impaired
Asset Management/Maintenance Management System Extension
Work tracking -- multiple work flow (MMS) Common Capital Project Management System (CCPMS) Bar coding (materials, inventory, etc.) (MMS) Fuel storage monitoring (in bulk storage tanks) Hydraulic modelling systems Traffic impact system • • • • • • • • • • • • • • • • • • • • • • Class upgrade Yardi upgrade
Applications Upgrade
SPHS Applications
Automated Booking system for public health clinics Scheduling system for clients -- employment and child care services Service level indicators (funding/report) Project to promote reduction of data entry Clinical record management system Document imaging -- SPHS nurse activity form Document imaging -- SPHS Personal service inspection SPHS - job web site for clients Intake system -- use portable technology (Mobile technology) IPAQ for public heath nurse (Mobile Technology) Lodging Homes/Homeless -expand and network federal database program IRIS -- importing data from Board of education and Child Care databases OCCMS - ad hoc reporting and server support Special Income database SDMT extract Health Bus Environmental Heath Scan – inspection (restaurant), data management and reporting ISCIS (Integrated services for children information system) (Ontario) Project to promote reduction of data entry Online training for Access and Equity staff
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H Other Departmental Projects
Continued Web enabled applications functions
• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • On line tax certificate Animal control system (dog licensing) Council's advisory committee web site Online booking system for tourism site Advanced road weather information system Small web support project -- e.g. games 2010 (web support) Volunteer database Museum virtual tours Optimizing the value of existing applications by e-service (e.g. Class) Employee Training database / ITS employee skills and training Cemetery Portal (and Kiosk) E-portal for public consultation for environmental assessment Digital image management system (library) Indexing of resources material for access and equity Salary management system (HR) Budget development system Transit technology replacement Fire records management Emergency Operation Centre - IT support tasks -- Web enabled services, network support Municipal election Software asset management Info at City harmonization (e-mail channelling) Smart card HEAT help desk software - self serve (upgrade / implementation) (Web enabled) IT Operation management Print review (print, fax and photocopy) services (technology) Network expansion (technology) Fire Virtual Private Network installation (technology) IT product & technology training HR strategy - IT component integration Mapping of IT tools to user needs Tech talk training -- outlook, fax, office xp etc Office XP upgrade/rollout New long distance provider
EDRMS extension
ERP extension
Business Applications / Technology Projects
IT projects
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Corporate Project Delivery Template
The project will be delivered within a framework of approved IT policies, procedures, methodologies and project management processes. Project Steering Committee provides input to the project under the direction of the Executive Sponsor. The Project Director chairs the Project Steering Committee. Project Director is responsible for strategic level issues including consultation with Departments impacted by the project/system. May be a senior IT or User Department manager.
Impacted Departments provide input and control over the project through the Project Steering Committee. Alignment with overall Corporate goals is the responsibility of the Executive Sponsor. Executive Sponsor is a member of ITMT who is accountable to ITMT and the CMT for delivery of the project.
The Project Manager is responsible for the day to day project activities.
Executive Sponsor
Project Steering Committee Project Director
Project Manager
Process
Data
Application
Technology
Implementation
Change / Communication
Project Team consists of staff chosen from Centres of Expertise, IT Services Division and User Departments. The Project Team will focus on all appropriate areas of the project / system including the “soft” aspects of the system as well as the “hard”. 4233
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IT Mgt. Team (ITMT) Business Planning and Strategy IT Centres of Expertise (C. of E.)
IT Service Delivery Model
Chief Information Officer IT Services Division
(Existing structure to be modified)
Common IT Functions Library C. of E. Public Works C. of E.
• • • • • • • • • • • • • Help desk activities Network operations Data privacy policies Future Technology "look out" Support for all devices with an IP address IT Project Mgt Skills Network security activities including virus protection, disaster recovery and business resumption planning Knowledge Management Strategy Corporate databases and warehousing activities including those for GIS, Financial, HR, Planning, Engineering, etc. Mgt of IT asset acquisitions, leasing and or purchasing, disposal, retention including PC's, laptops, printers, servers, etc. Mgt of telecommunication contracting and support including mobile devices, desk phones, cellular phones, etc. Software licensing and maintenance Internet and intranet activities (subject to other corporate organizational changes that may result with the creation of a multi-channel "Customer Relationship Management" function in which case the web activities will be part of that function) General IT training on corporate systems including GIS, PeopleSoft, Microsoft Office, etc. Data backup and recovery IT performance measurement (with key input from the Centres of Expertise)
Business Support Functions
• • • • • • • Data acquisition and updates Data privacy activities Future technology "look out" IT Project Mgt Skills Client Relations activities Knowledge management activities Development, deployment and support of IT Business Applications, including business case development and reporting activities Departmental database management and support Development of custom GIS applications and reports Content/contribution mgt. For inter/intranet
Community Support Services C. of E. Ec Dev. Planning and Dev. C. of E. Emergency Services C. of E. Corp Serv. HR, CAO, Council C. of E.
• • •
• • •
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Account Number
2050155400 2059655025 2110155001 2110155023 2110155024 2110157002 2110157005 2110157006 2110157007 2110157011 2110157013 2110157018 2110157019 2110157020 2110157029 2270153111 2270153115 3500255100 3500257101 3520257102 3509851033 3450251100 7100257101 7100257102 7409151003 7640051003 8100055002 5120292142 5300284102 5309284000 5300151100
2002 IT Related Capital Projects
Description
Peoplesoft Upgrade Project Project Management-Tax Project Property Data Conv-Needs Stdy New Official Plan Tracking Sys Infrast Cost Sharing Study Digital Conv Property Records Cem - Data Mapping & Computer Comp Integrated Mgt Sys - CIMS Extend Network To City Sites Avantis Maintenance System Computerized Fuel System Electronic Draw Review-Sftware Implementation of Amanda CLASS System - Server TOE-Maintenance Mgmt System Fire & Pol Ntwrk Security Proj CR-Install Telephone Sys-DU CC Corporate IT Strategy Desktop Enterprise Licensing IP Telephony Corporate IT Strategy Replace Upgrade Printing Equip CLASS System Update Digitization Project Museums Computer Aided Dispatch-Fire Land Ambul Comp Patient Data Digital Imaging of Zoning Maps Route Optimization SoftwareWaste Smart Cards System Enhancement-HSR Information Systems MaintenanHSR ATS Sch & Dispatch Software
Approved Budget
2,600,000.00 507,450.00 100,000.00 1,790,000.00 70,000.00 1,500,000.00 250,000.00 87,600.00 1,980,000.00 300,000.00 150,000.00 20,000.00 100,000.00 260,000.00 200,000.00 68,270.00 10,000.00 235,000.00 1,322,000.00 5,335,000.00 417,500.00 1,000,000.00 390,000.00 378,000.00 1,300,000.00 395,000.00 300,000.00 150,000.00 500,000.00 1,073,400.00 1,300,000.00
Total Capital
24,089,220.00
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Program/Project
L
3 Year Business Plan
Priority Corporate Projects Jan 03 Feb 03 Mar 03 Apr 03 May 03 Jun 03 Jul 03 Aug 03 Sep 03 Oct 03 Nov 03 Dec 03 1 qtr 04
st
2 qrt 04
nd
3rd qtr 04
4th qtr 04
2005 and beyond
A
Expanded Enterprise System Solution Employee Self Serve PeopleSoft Enterprise Portal PeopleSoft CRM PeopleSoft Budget
B
eGovernment Services Business Portal Online Services Web Site Restructure Connect Hamilton/Create Community CLASS Upgrade Online and IVR Electronic Reference Sys.
C
Geographic Information Systems Common Address Database Field Data Collection GIS Applications for Business/Tourism Corporate GIS data sets and orthophotos update IT Support for GRIDS
D
Electronic Document and Records Management EDRMS Needs Analysis EDRMS Pilot Functional Directory
E F
Common Front End Enterprise Executive and Mgt Reporting Asset and Infrastructure Management Hansen Expansion/Integration Maintenance Mgt. System Integration
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Program/Project Jan 03 Feb 03 Mar 03 Apr 03 May 03 Jun 03 Jul 03 Aug 03 1 Transit Technology Replacement EMS Automated Vehicle Locator (AVL) AVL for Fire, Police, HSR and Fleet 2 3 4 5 6 7 Mobile Computing Investigation Restaurant Inspection Program Point of Sale – CLASS Technology Training IT Disaster Recovery – Needs Analysis IT Disaster Recovery- Implementation IP Telephony
3 Year Business Plan
Priority Departmental Projects Sep 03 Oct 03 Nov 03 Dec 03 1st qtr 04 2nd qrt 04 3rd qtr 04 4th qtr 04 2005 and beyond
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Cost Estimates
Project Description
Priority Corporate Expanded Enterprise System Solution Common Front End Electronic Document and Records Mgt. Geographic Information Systems Assets & Infrastructure Mgt. e-Government/e-Services Subtotal Priority Departmental Projects IP Telephony Disaster Recovery Technical Training Point of Sale – CLASS Restaurant Inspection Mobile Computing Contract Management System Automatic Vehicle Locator – Various Depts. Subtotal TOTAL
Year 1
.5M .2M .5M 1.0M 1.0M 3.2M 6.8M .1M .2M TBD TBD TBD TBD TBD
Year 2
.5M 1.0M .5M 1.0M 1.0M 4.0M .1M .4M .3M TBD TBD TBD TBD TBD
Year 3
1.5M 2.0M .3M 2.0M 1.0M 5.8M .1M 0 .5 TBD TBD TBD TBD TBD
Total
2.5M 3.2M 1.3M 4.0M 3.0M 14.0M 7.0M .5M 1.0M 1.0M .5M 1.0M 1.0M 4.0M 16.0M 30.0M
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doc_529425543.pdf
Information technology (IT) is the application of computers and telecommunications equipment to store, retrieve, transmit and manipulate data,[1] often in the context of a business or other enterprise
Information Technology Strategy 3-Year Plan
2003 - 2005
“Delivering IT Value in Support of City Services”
Summary Report
January 2003
Acknowledgements
Executive Sponsorship
Champion Sponsors Project Lead Robert Robertson, Ph. D, City Manager City Management Team Louis Shallal, Ph. D, CIO
Steering Committee
Chair Vice Chair Members Louis Shallal, Chief Information Officer Christine Swenor, Director IT Operations Mark Amorosi, Director, Employment and Client Services Lou Di Gironimo, Director, Water & Wastewater Division Roy Duncan, Director, Fleet Services Helen Hale Tomasik, Director, Strategic Services Jane Lee, Director, Customer Service Fred Snelling Linda Kurluk James Rickert Kevin Smith Filipe Janicas
Paul Mason, Director, Long Range Planning & Design Phil Mostert, Hamilton Hydro/Fibrewired Ken Roberts, Chief Librarian Norm Schleehahn, Economic Development Officer Tony Tollis, Director, Corporate Management Services
IT Project Resources
Project Coordinator e-Government Team Hard Services Team Human Services Team Infrastructure Team
Consultants
Chartwell Inc. Deloitte & Touche Kane Mackay Prior and Prior Debbie Barrett* Gordon Glover Samantha Kane Stephen Wong
*Consolidation of the 4 team reports and preparation of the draft Strategy Report was completed by Debbie Barrett of Chartwell Inc.
Contributors
Many staff from all departments participated in focus groups and working committees. While there are too many individuals to list, their spirit of participation, enthusiasm for the process, and wealth of ideas are sincerely valued. The list of participants is available in the individual team reports.
2
Transmittal
January, 2003
TO: DR. ROBERT ROBERTSON, CITY MANAGER, and THE CITY MANAGEMENT TEAM On behalf of the Information Technology Steering Committee, I am pleased to submit the Summary Report on the Hamilton Information Technology Strategy. The Committee designed the Strategy in collaboration with all departments. The process was “made in Hamilton” and reflects extensive consultation with focus groups and working committees. Staff conveyed a willingness to embrace change and a strong recognition of the importance of technology to the business of public service. The Committee carefully considered the wisdom, thoughtful reflections, and wealth of ideas contributed by staff and by external advisors. The Committee is absolutely committed to deliver value to the residents, businesses and visitors to our City, to optimize existing technology, to integrate processes and solutions across departments, and to explore new directions. The spirit of collaboration resulted in a visionary document that is at the same time achievable and realistic. This is the first IT strategy presented since the launch of the new City visual identity and the Committee is proud that the Strategy embodies the theme of “building bridges” and truly reflects the City desire to “reach, dream, rise and shine”. The Committee invites your consideration and approval of the Hamilton Information Technology Strategy. Respectfully submitted
Louis Shallal P. Eng., Ph.D. Chief Information Officer
3
Table of Contents
Executive Summary .............................................................. Introduction ........................................................................... Case for Change .................................................................... 5 7 9
The IT Strategy Development Process................................ 13 Guiding Principles ............................................................... 13 The 13 Step Process .......................................................... 15 Business Plan Alignment .................................................... 17 Innovative Approach ........................................................... 18 Strategic Outcomes and Enablers ...................................... 18 Recommendations ................................................................ 22 Business Plan ........................................................................ 28 Conclusion ............................................................................. 33 Appendices Appendix A Appendix B Appendix C Appendix D Appendix E Appendix F Appendix G Appendix H Appendix I Appendix J Appendix K Appendix L Appendix M - 13 Step Process - Recommendations Grouping - IT Governance Model - ITMT Terms of Reference - Policies/standards/guidelines - Corporate Projects - Project Profile Template - Other Program List - Corporate Project Delivery Structure - IT Service Delivery Model - Capital Expenditures - 3 Year Business Plan Schedule - Cost Estimates 35 36 37 38 39 41 42 43 45 46 47 48 49
4
Executive Summary
Executive Summary The primary objective of an IT strategy is to specifically identify and plan for the implementation of information technology infrastructures and services that will both support and enable the achievement of the broader corporate objectives. The IT Strategy was initiated to derive a number of benefits including:
Benefits
• • • • • • •
providing enhanced services to the public through eGovernment supporting the organization’s Business Plan and individual department business objectives through effective use of information technology providing advice and support in the implementation of technical solutions throughout the organization defining and supporting technology standards automating the organization’s use of information through data organization and sharing to add value and enhance productivity. maintaining a reliable and secure communications infrastructure with a capacity to address future growth leveraging the use of technology to streamline administration processes and reduce administrative and overall costs
Strategy Approach
In a distinctly “made in Hamilton” approach, 4 teams were created to ensure extensive coverage of the strategy for all areas that IT impacts. The 4 teams were e-Government, Hard Services, Human Services and IT Infrastructure. Each team was lead by 2 Corporate Directors, supported by a consultant, IT staff and focus groups. The strategy approach was guided by the following 5 principles: 1. 2. 3. 4. 5. Service to The Citizens Support to the City’s Core Business Needs Integration of IT Applications at Every Opportunity Strategic Investment in IT Collaboration and Co-operation
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Strategic Outcomes
3 individual strategic sessions were used for each team to conduct: environmental scan; needs analysis; expectation analysis; and SWOT analysis. This resulted in the following 7 Strategic Outcomes: 1. Delivery of effective customer service. 2. Development of high performance, tech savvy, knowledge workers. 3. Transformation to online government. 4. Promotion of online employee access. 5. Building of partnerships and relationships with external agencies and other levels of government. 6. Streamlining processes and encouragement of data integration and data sharing through co-operation and collaboration. 7. Providing secure and reliable IT infrastructure to meet the current and future needs of the City.
Strategic Enablers
Two Strategic Enablers that are necessary to achieve the strategic outcomes were also identified; namely: 1. Establishment of a Technology Management Framework. 2. Development of a sustainable funding model.
Recommendations
The strategy development process resulted in 13 specific recommendations that reflected the People, Process and Technology dimensions. The People component includes recommendations on a new Service Delivery Model, the creation of Centres of Expertise, Partnerships and IT skills requirements. The Process component includes recommendations on an IT Governance Model, funding, communication and performance measurement. This component also includes recommendations on project priorities as part of the Corporate IT Business Plan. The 3rd component, Technology, includes recommendations on policies, standards, network, help desk and technology assets. The strategy incorporated input from all City Departments and resulted in a 3-year Business Plan, endorsed by the IT Steering Committee, which provides the City with a map to the future.
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Introduction
Introduction The quest for value is critical to the City. The City is facing significant fiscal challenges and support services must be optimized to deliver value. Information Technology is a critical component of these services. The City Strategic Plan, which was developed by Council early in 2002 describes a bold future:
Corporate Vision The City of Hamilton is a safe, healthy, sustainable community and a great place in which to work, live and play, that offers residents and businesses growth and opportunity. It is a city of diverse communities, led by Council, which together with staff, spends wisely and governs in an open and accessible manner. Corporate Mission The mission of Council and staff is to work together to create and implement strategies necessary to turn the vision into reality. Corporate Goals 1. A City of Growth and Opportunity 2. A Great City in Which to Live 3. A Healthy, Safe and Green City 4. A City Where People Come First 5. A City That Spends Wisely and Invests Strategically 6. A City of Choice for High Performance Public Servants
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Vision, Mission and Goals
The preceding corporate vision, mission and goals provide a policy foundation for the Information Technology Strategy. The primary objective of the IT Strategy is to develop a three year plan for the effective use of technology that will both support and enable progress toward the achievement of the City vision, mission and goals. The IT Strategy presented in this document is
aligned with the Corporate Business Planning process and directly supports City goals. The Corporate Business
Plan, in turn, integrates all City strategies including those for IT, human resources, finance, communication, vision 20/20 and infrastructure planning. As part of the Corporate Business Planning process, the Information Technology Division developed a vision statement encompassing two distinct programs as
presented below. The first program: IT Services, has an internal focus i.e. meeting the needs of the staff of the corporation. The second program: e-Government, has an external focus serving residents and business needs. Information Technology Vision IT Services: To take a leadership role in delivering comprehensive IT services to meet the City’s vision and corporate goals in a more efficient and cost effective way for the benefit of the City organization and the community. e-Government To deliver multi-channel e-Government services for the convenience of residents and the business community and for the benefit of the City organization to contribute to the City’s vision and corporate goals.
Current Environment
The Information Technology Division, currently consists of 72 staff which provide technology solutions and services to the Members of Council and City staff. This division supports over 120 different computer applications, over 3,600 users, and 3,000 p.c.’s that are located in 145 different sites across the City. There is also a pilot mobile computing project that is being supported by this division.
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Case for Change
Case for Change The City Management Team has long realized the need for a comprehensive Corporate IT Strategy. Information
technology is a critical enabler of the City Business Plan. Transformation is essential to move the City from a fragmented approach for technology initiatives and
investments to an enterprise model built on a solid value proposition that is structured to achieve integration, agility, and flexibility. The drivers for change are illustrated in the diagram below. The IT Strategy must address each of these drivers and respond to them through a specific action plan.
Drivers for Change
- Integration of various systems
Municipal Amalgamation
Corporate Management Expectations for Efficiency and Savings - Effective, economical systems and processes
Council Goals
Citizens Expectations for Service - Access needs anywhere anytime
Competitive Pressures - Performance measurements and benchmarking
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Purpose of this Strategy
The IT Strategy is designed to • enhance service to the public, businesses, and visitors through e-Government • support the City Business Plan and individual department business objectives • leverage the use of technology to streamline City processes and contain costs • create a business driven enterprise technology
framework to guide decision-making • forge partnerships with the community and with other public sector organizations • leverage the value obtained from the City’s prior investment in enterprise resource planning
applications and geographic information systems among others • provide advice and support in the implementation of technology solutions throughout the organization • harness the untapped power of innovation made possible by emerging technologies • optimize the deployment of staff resources to meet enterprise and department needs • deliver a secure and reliable infrastructure and communications network and • plan for growth and change
Benefits
The IT Strategy will benefit the City by: • enhancing service to the public, businesses and visitors by integrating service delivery strategies to provide accessible and convenient service delivery • • • enabling easy communication with citizens and other customers for economic development opportunities presenting a comprehensive and sustainable action plan based on City needs aligning staff resources, projects, and funding to address City technology priorities
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•
facilitating achievement of excellence in public service through appropriate use of Information Technology.
• • • • • • • •
managing data as a corporate asset to maximize its value and to enhance its usability fully leveraging technology solutions enabling the City to manage change effectively enhancing collaboration among City departments as well as with external organizations optimizing the benefits derived from the investment in Information Technology allow technology resources to be assigned
appropriately to IT activities defining accountability for Information Technology within the City, and facilitating communications among City staff on Information Technology processes, priorities, and standards
Risks
The risks of not implementing the IT Strategy include: • • • • • • • IT seen strictly as IT, not the wider aspects of the management of information divergent views to technology, not a coherent, corporate approach ineffective use of funding and staff resources to meet City technology needs continued duplication of technology research,
implementation and data collection fragmented business solutions and lack of overall integration dissatisfaction by the public and City staff with regard to available tools and technology and increased costs
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Critical Success Factors
A good strategy is easier to formulate than to successfully implement. The successful achievement of this Plan and the related benefits require: • Commitment and support from the City Manager, City Management managers. • Effective communication of the IT Strategy to staff. • Effective communication of support for the Strategy to all staff. • The development of trust and partnership between IT and City departments. • Ongoing assessment of IT performance relative to the 3-year Strategy • Continual review and updating of the Strategy. Team and all department/division
This IT Strategy is the instrument being proposed to make the significant changes needed to accomplish the transformation imperative of the IT function and the City organization. Decisions on options for IT governance, a service delivery model (including outsourcing) and project priorities are the prerogative of the CMT and City Council. These decisions will pave the way to addressing the drivers and pressures discussed earlier and to the seamless integration of IT into the fabric of the City organization.
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The IT Strategy Development Process
Guiding Principles The following Guiding Principles*, endorsed by the Corporate Management Team, were used as a touchstone as the Strategy evolved:
1. Service to The Citizens
Providing services to the citizens is the “reason for being” for the City organization. Our guiding imperative is to meet citizens’ needs efficiently and effectively. Staff require appropriate and sufficient information and tools to enable them to respond to citizen’s needs and improve customer satisfaction. Information Technology may be used in many ways, including: a) Enabling efficient planning and support for City services. b) Providing residents with an integrated choice of service channels (e.g. Internet, IVR, over the counter, call centres) such access to be seamless, and available anywhere, anytime. c) Integrating systems and sharing services and data including a common look and feel.
2. Support to the City’s Core Business Needs
IT’s prime purpose is to support service delivery and the business needs of the operating departments. Development, implementation, and application support must be done in close co-operation with the lines of business. Business requirements drive IT activity, therefore, we need to: a) Find and capitalize on opportunities by co-ordinating projects and initiatives across the organization through improved governance, communication and planning processes. b) Balance large multi-department and smaller department-specific initiatives. c) Develop a process in advance of the capital budget for issues of shared significance.
* Hamilton staff acknowledge the contribution from the IT Strategic Plan of the City of Winnipeg from which these 5 principles were emulated.
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3. Integration of IT Applications at Every Opportunity
Technology must be integrated at every opportunity. Integrated technology enables business-driven initiatives and improves services by supporting shared data,
applications, secure infrastructure, and standards. Improved communication between business units and IT is both an essential ingredient in the process of integration, and a desired outcome. Integration enables greater efficiency, and seamless availability of and access to more information. Integration is a means to achieve reasonable economies of scale. Deviations from standards that put others at a disadvantage or risk should not be allowed. This means: a) Supporting deviations from standards only with sound business cases, and accepting associated costs/risks. b) Consciously considering opportunities for integration at the project planning stage. c) Providing additional training and resources as required. d) Systematically eliminating applications that are based on closed technology standards.
4. Strategic Investment in IT
Through strategic IT investment the City can reduce the cost and time to deliver and manage IT solutions, reduce maintenance and support costs, and improve the quality and value of technology solutions. Alternative investment strategies must be investigated (e.g. optimize use of existing systems through re-use and adaptation; integrate existing systems; investing in new systems through strategic partnering, outsourcing, or buying and when absolutely necessary, building our own systems). The implications for all departments involved must be considered and a proper governance model established to ensure that technology investments are discussed from a corporate perspective. Investing strategically also means: a) Supporting investment decisions with sound business cases. b) Supporting and participating in the optimization of collective interests, and being prepared to sub-optimize solutions in some areas, as appropriate. c) Facilitating, promoting, and encouraging reuse of existing systems and applications.
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5. Collaboration and Cooperation
Mutual collaboration is the answer to the classic gap between the corporate IT perspective and the
departmental perspective. We must work collaboratively to take full advantage of our multiple skills and capabilities. This will ensure effective delivery and management of IT solutions, and allow for the effective use and deployment of IT resources, while respecting service delivery
requirements. Sharing expertise can help us maximize the advantages of new technologies across departments, and reduce the time it takes to deliver IT solutions. Sharing expertise is not about changes to lines of authority, but about cooperation and skills transfer. This means: a) Reviewing requirements on a project by project basis. b) Ensuring that priority-setting is well understood. c) Planning and communicating in advance so departments can prepare. d) Developing “Centres of Expertise”; building a “knowledge community”. e) Committing to cross-departmental partnerships. f) Supporting informal service arrangements as well as the formal service level agreements. g) Investing in staff training and resources. h) Assigning ‘lead’ departments on solutions where rapid delivery is required and fully shared, cross departmental planning is not expedient.
13 Step Process
The City used a consultative and collaborative “Thirteen Step Process” to develop the IT Strategy. The process (outlined in Appendix A) builds on best practices and the experience of other organizations but was “made in Hamilton” to link directly to the business planning framework and to match City needs. The 13 step process consisted of the following: 1. Define vision, goals and objectives: The first step was to define the mission, goals and objectives, assess the current conditions (“as is”), and set the targets for a strategic direction (“to be”) 2. Environmental Scan: The CIO met with Departmental Management Groups and the IT Steering Committee to discuss corporate and departmental needs.
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3. Needs Analysis: At this point in the process, 4 teams were created from existing working committees and focus groups to address four areas: Hard Services, Human Services, e-Government, and IT Infrastructure. The team size varied from 15 to 45 participants. Consultants and IT resource staff were made available to each team as they engaged in strategic sessions. In this step, the teams identified key IT needs which affected their area. 4. Key Need Results: The outcome of the 4 teams deliberations on needs were consolidated into 16 key need results. 5. Expectation Analysis: The four teams determined where the City currently stands and where the City could be in 5 years relative to the 5 guiding principles for the development of the IT strategy. This analysis was intended to gauge the participants expectation of the strategy. 6. SWOT Analysis: The four teams determined the strengths, weaknesses, opportunities and threats relative to their specific area. 7. Strategic Outcomes: The four teams developed numerous strategic outcomes from the preceding analyses. These were then aggregated into 23 strategic outcomes by the consultants. 8. Consolidate and Refine Strategic Outcomes: The 23 Strategic Outcomes were consolidated into 7 Key Strategic Outcomes and 2 Strategic Enablers. These were discussed and confirmed with the IT Steering Committee. 9. Consider Projects in relation to Guiding Principles: A list of over 120 technology projects was compiled from across the corporation. Every project was mapped in relation to the set of guiding principles to ascertain each project’s contribution to these principles. This resulted in approximately 20 projects per team that were considered of highest priority. 10. Consider Client Impacts: Every project was mapped in relation to the impacts of the project on clients to determine its relative priority.
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11. Review Projects in relation to Strategic Outcomes: Every project was mapped in relation to the degree it supports the accomplishment of the desired Strategic Outcomes. 12. Develop Priorities based on Guiding Principles, Client Impacts and alignment with Strategic Outcomes and Prepare a Three Year Schedule: The wealth of information from the previous steps was consolidated. Projects were prioritized accordingly and an implementation schedule was developed. The projects were grouped into priority corporate, priority departmental and other departmental projects. 13. Prepare Project Profiles for Recommended Projects: a project profile template was crafted to set out the project scope, schedule, resources, and objectives. Depending on approvals from the CMT, the template will be used to populate the above data for each approved project. The many contributors worked through the process and assembled a wealth of information to guide decisionmaking. At the end of the process, the participants brought client-centric, corporate and departmental perspectives to the deliberations to ensure that the Strategy met all of the needs, positioned Hamilton for the future, and delivered an achievable, actionable plan.
Business Plan Alignment
Early in the summer of 2002 the City began a corporate wide business planning exercise. It was essential that the Corporate IT Strategy support the corporate Business Plan. This strategy has been designed to be consistent with and support the accomplishment of Council goals and the corporate Business Plan. The framework illustrated below outlines how this was structured. This framework was referred to throughout the 13 step process to ensure the end result was properly aligned to meet the business needs of the corporation. Strategic Outcome #3 Strategic Outcome #2 Strategic Outcome #1 (Why)
Projects (What) Client Impact/ Benefit (Who)
Deliverables Framework
Priority/Schedule
2003
2004
2005
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Innovative Approach
In a distinctly “made in Hamilton” approach, 4 teams were created to ensure extensive coverage of the strategy for all that IT impacts on within the City. The 4 teams were eGovernment, Hard Services, Human Services and IT Infrastructure. Conceptually, the first three teams formed 3 pillars of City services supported by the IT infrastructure as a foundation as depicted in the diagram below. Eight Directors from across the Corporation participated in the process, 2 Directors were assigned to co-lead each team. These 8 Directors were also members of the IT Steering Committee, chaired by the CIO, which met regularly to review the process and assess the information that was being gathered. The project used four consultants, one per team, to facilitate three individual day long strategic sessions for each team and to provide advice and guidance based on their experience. This was a cost-effective method to obtain specific advice and ensure that the project mirrored best practices.
Electronic Government
Human Services
Hard Services
IT Infrastructure The Pillars of the IT Strategy
Strategic Outcomes and Enablers
After extensive consideration, the IT Steering Committee synthesized and consolidated the conclusions from the process into seven “strategic outcomes” and two “enablers”. These enablers related to creating a technology management framework and an IT investment process respectively. Like a giant jig-saw puzzle, the strategic outcomes and enablers are illustrated in the following diagram in the context of People, Process and Technology.
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Tech Savvy Knowledge
R E el xt at er io n ns al hi ps
Workers
Ef f ec tiv Cu e sto Se m e rvi r ce
Drivers for Change
gy nolo Tech ement g a n rk Ma ew o Fram
Online Government Transformation
C o G un oa ci ls l
Sus tai Fun nable d Mod ing el
E N A B L E R S
line On oyee l p Em cess Ac
Secure & Reliable IT Infrastructure
age our Enc ata D tion gra Inte haring s and
Strategic Outcomes
1. Deliver effective customer service This would lead to consistent levels of serving the public through a number of different channels as well as to the effective use of technology to deliver continuously improving customer service. Interaction with the citizens, such as customer surveys, would be used as a means to measure our performance. This strategic direction would involve first, leveraging/optimizing the use and functionality of our existing technology, second, integrating existing systems and data where possible and finally implementing new solutions when necessary.
2. Develop high performance, tech savvy, knowledge workers This would lead to providing staff with access to the training and tools necessary to do their job as effectively as possible. It would be in concert with the best practice recruitment described in the Human Resource Strategy. 3. Accomplish online government transformation This would lead to the creation of a web presence for providing services currently available through
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conventional means such as phone, mail or in person (over the counter). The web site would provide community information that would support economic development and tourism, provide transactional and e-commerce capabilities as well as provide transparent access to services provided by all levels of government. 4. Promote online employee access This would increase the ability of staff to have access to the necessary corporate data and information, anytime from anywhere. In turn, this would enhance the effectiveness of mobile employees by providing access from remote locations to all relevant data when needed. As well, this direction will establish the necessary infrastructure to allow employees to effectively work from home where appropriate. 5. Build partnerships and relationships with external agencies and other levels of government This will include partnerships with academic institutions, other municipalities, provincial agencies, federal agencies, as well as working with the technology community in the City.
6. Streamline processes and encourage data integration and data sharing through cooperation and collaboration This would lead towards reducing the number of duplicate processes and systems, and also eliminate duplicate data capture and maintenance. This direction would encourage the integration of data and cross-departmental collaboration to establish a database of record and a credible source for needed data and information. 7. Provide a secure and reliable IT infrastructure to meet the current and future needs of the City This would lead to an integrated IT Infrastructure for voice and data to meet the technology needs of the corporation both now and in the future. Strategic Enablers 1. Establish a Technology Management Framework Establishing this framework would clarify the roles and responsibilities for IT services, both for the Information Technology Services Division and for the user departments. This would lead to: an IT organization structure that meets the needs of the
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corporation; the creation of an IT steering committee with members from across the corporation to deal with technology issues; as well as the development of effective Information Technology policies and programs. 2. Develop a sustainable funding model A sustainable funding model would lead to the effective utilization of scarce IT budgets and may require the pooling of resources to implement corporate technology solutions as well as the formation of public/private partnerships or partnerships with external agencies.
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Recommendations
Recommendations The Information Technology Steering Committee
believes that the following recommendations are the fundamental building blocks for realizing the IT vision and in turn, supporting the accomplishment of the Corporate goals established by Council. These
recommendations are designed to allow technology and technology staff to better serve the staff and the community and at the same time move the City towards industry best practices in a number of areas. Once
implemented, these recommendations will move the City to the next level of technology, allowing citizens, businesses and employees access to City services via the internet/intranet. Focus on Service The primary purpose of this plan is to help all departments improve service delivery. Hamilton citizens will benefit from the IT Strategic Plan with improved access to public information and services and more convenient choices for conducting business with the City. The City is well positioned to implement these recommendations with the state of the art technology that has been adopted in the City, the ‘evergreen policy’ of IT asset replacement and an extensive fibre based
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network that complements the public communication network. For this strategy to be truly successful it is essential that the application of Information Technology to City operations becomes a partnership among its operating departments, the Information Technology division and the City’s management staff. People Process Technology The strategy recommendations have been grouped into the main headings of People, Process and Technology as shown on the high level diagram attached as Appendix B: The Information Technology Steering Committee
recommends that the City Management Team recognize and commit to the business value proposition for IT to more effectively serve the Corporation and each department by approving the following
recommendations: ITMT 1. Approve the Corporate IT Management Framework (Appendix C) and associated Terms of Reference (Appendix D) for IT governance and create a permanent IT Management Team (ITMT) with authority and accountability (delegated to it by the CMT) on all IT matters including the preparation of an annual IT Business Plan depicting all projects planned, priorities and budgets 2. To ensure that the CIO participates in CMT decision making on all relevant issues, any IT related initiative be vetted through ITMT before coming to CMT, including departmental operational initiatives. Also to receive the October 22, 2002 ‘Ópen for Opportunity’ Task Force recommendation that the Corporate IT function be administered by a CIO position reporting directly to the CAO. 3. Direct the CIO and ITMT to work together on an urgent basis to deliver a Corporate IT Business Plan that recommends the potential channeling of the current technology investment and budgets to deliver corporate and departmental priorities 4. Approve (and where already approved, re-confirm) the policies and standards listed in Appendix E. The CIO and the ITMT shall be responsible for the
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CIO Role
Corporate IT Business Plan
Policies and Standards
development and communication of these policies and standards. Management is responsible for ensuring staff compliance and will work with HR on appropriate remedial action when necessary. HR is requested to incorporate the IT policies into the orientation of new employees and to ensure that employees accessing corporate computers acknowledge and sign off on the Acceptable Computer Use Policy. As well, the CIO and ITMT shall research and introduce other policies and standards that would fill any gaps and which would contribute to the effective implementation of the IT service delivery model described in recommendation 10. Funding and Administration of IT Assets 5. Approve that the funding and administration of the evergreen policy for IT assets be administered centrally by IT and that full life cycle costing be implemented to determine ongoing costs. This would include developing a process to charge all departments their fair share of costs based on a pre-approved methodology to be determined and approved by the Finance division and the Operating Departments. Priority Corporate Projects 6. Approve the 6 top priority corporate IT projects described below which would be initiated and implemented in phases, over the next 3 years (2003-2005) and the centralization of all capital budgets for these projects in the IT division. The CIO will be responsible for these projects and the ITMT will oversee their implementation. This should be accomplished by assigning project directors from the operating departments to implement these projects. Significant public and staff consultation including market research will be required to implement these projects. Most of these projects represent the technology foundation to support all other departmental projects. A detailed business case is a prerequisite for the implementation of each of these projects. The priority corporate projects outlined on the following page are shown in the schematic in Appendix F:
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Priority Corporate Projects
The 6 priority corporate projects are: • Expanded Enterprise System Solutions and Applications • e-Government Services • Geographic Information System for Economic Development & Tourism • Electronic Document and Records Management Systems • Common Front End • Asset and Infrastructure Management
Priority Departmental Projects
7. Approve the 8 top priority departmental projects described below which would be initiated and implemented over the next 3 years (2003-2005) with budgets for these projects to be maintained within the department owning the project. Centers of Expertise must be involved in the delivery of these projects. The designated project directors assigned during the Project Profile phase will be Profile document in Appendix G are responsible for their individual projects and the ITMT will set priorities for these projects in collaboration with the departments and will oversee their implementation. The priority departmental projects are: • Transit Technology Replacement/Corporate Automated Vehicle Location for Fire, EMS, Police, HSR and Fleet • Mobile Computing Investigation • Restaurant Inspection Program • SPHS Contract Management Information System • Point of Sale – CLASS cash Upgrade • Technology training - beyond basics i.e. voice dictation software • IT Disaster Recovery • IP Telephony
Other Departmental Projects
8. Approve that other departmental projects documented in Appendix H shall remain the responsibility of the department owning these projects. Corporate IT policies and standards must be adhered to in proceeding with these projects and the authority and accountability for this will rest with the departmental director on the ITMT.
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Project Delivery Structure
9. Approve that the CIO and ITMT adopt the Project Delivery Structure shown in Appendix I as a template for the implementation of the recommended corporate and departmental projects noted in 7 and 8 above. Such template will make use of and adhere to Project Management best practices such as the concept of “project charter”. 10. Implement the IT Service Delivery Model shown in Appendix J. The model is based on a centralized authority and accountability for IT Services with a decentralized delivery by “Centers of Expertise” located within designated departments. The distinction will be that the Centres of Expertise should provide direct business applications and knowledge management support to their respective departments and provide their expertise and support corporately to other departments as appropriate. The central corporate unit will provide overall common Information Technology services as described in recommendations 11 and 12. This Model will be used as a guideline to develop a detailed implementation plan in consultation with the General Managers, ITMT and staff. The service delivery model for each department would be subject to a periodic review.
IT Service Delivery Model
IT Common Services
11. Consolidate the Information technology functions as shown in Appendix J into the Common Services Area of the Corporate IT Department together with the associated authority and accountability subject to Service Level Agreements (SLA’s) . 12. Create 5 Centers of Expertise, to provide departmental Business Support, one in each of the larger departments of Public Works, Community Support Services, Planning and Development (together with Economic Development), Corporate Services (together with HR,City Manager’s office and Council), and Emergency Services. The General Managers shall work in collaboration with the CIO to develop the detailed organizational structure for these Centers. Staff in these centers shall be seconded from the individual departments as well as from the existing ITS Division. These Centers of Expertise shall physically reside within the designated departments and shall have functional reporting to the departmental director on the ITMT and direct reporting to the corporate IT department. The Centers of Expertise shall be consulted and used to the maximum extent to assist in the delivery of the projects listed in recommendations 7 and 8 above. In addtion, the
Centres of Expertise
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Centers of Expertise shall be responsible for the delivery of the support services shown in Appendix J to their individual service department(s) in accordance with the Service Level Agreements. IT will meet annually with each department head to review IT performance of the Centers of Expertise. Partnerships & Relationships 13. Approve that ITMT, in colloboration with the CIO, seek to build partnerships and relationships with external agencies, community groups and senior levels of government.
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Business Plan
IT Business Plan (2003-2005) The 3 year Business Plan described in this Strategy paves the way to the accomplishment of the 7 Strategic Outcomes (WHY) for the Benefit of the Clients [the City and its departments as well as the community at large] (WHO) through the effective deployment of resources to deliver quality Activity Outcomes (WHAT). IT Resources As outlined in the chart below, the City of Hamilton currently expends well over $35 M in capital and operating costs on IT. Included in these estimates are over 90 person-years of staff resources in the Information Technology Division and other staff
performing mainly IT related tasks in the other departments. Appendix K outlines the capital budget.
Capital Current IT Expenditures Operating ITS Other Total
24M
7.5M 4.5M 12. M
Estimated* Annual Corporate IT Cost = $20 M
* Capital assumed over 3 years
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The challenge for IT and the corporation is to deliver on the 3 year plan utilizing the existing resources. The role of the CIO and the ITMT in making these staff and financial resources available to deliver on the Business Plan cannot be over emphasized. As the City organization
grows, the management tasks become more strategic. IT becomes more of a “technical sell”. The ITMT must: • • • • • • Lead the business Champion the impact of “e” Create an environment of opportunity Source intelligently from the external market Develop IT technical, services, and management skills Demonstrate excellent value and performance through Indicators developed through the Business Plan • Build and maintain the technical platform and service delivery
Schedule
Consultation with the various departments on the priorities stemming from this Strategy resulted with an ambitious schedule. The schedule is more detailed for 2003 and less detailed for 2004 and 2005. The schedule is attached as Appendix L
Deliverables
Over the 3 year period of the Plan, the City will be aggressively pursuing the priority corporate and departmental projects listed in the recommendations section. In terms of specifics, the following list provides an indication of what is possible to deliver in terms of City services.
1. e-Government Services to Citizens and Businesses The first list focuses on the e-Service delivery and groups the e-services into a number of areas for ease of reference. In conjunction with these services, there will be concurrent graphics and mapping capabilities delivered as well.
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Information Services (2003-2005) Following the Jan Kelly Marketing assignment, the City Portal will be created to provide enhanced ability to access City information and services. Re-branding of the existing web content will be focused on services instead of departments. Furthermore, the City information services will be integrated across service delivery channels (e.g. contact center, municipal centers, kiosks, IVR and the web using common technology). The goal is to provide a single window access, anywhere, anytime. The information services to be delivered in 2003 include: • • • • • • • • • Programs and Facilities Information Bus Schedules Engineering project information Zoning Bylaw Contact information (directory, feedback, surveys) Special Events Council meetings and agendas What’s new City Employment Opportunities (this will be integrated with the e-Recruit application being implemented as part of PeopleSoft phase 2) • Search capability • Quick & simple electronic online forms Transaction and e-Commerce Services(2003-2004 • Program registration services will involve the ability to book and pay for program activities • Parks and Recreation registration system (including the use of IVR system) • Online Parking Tickets Payment
Property Services (2003-2004 Property owners, realtors, bankers, and lawyers will be able to access property related information. This will have e-commerce capabilities. • Tax certificate ordering • Property inquiries • Assessment information • Tax information
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Permit Services (2004) Customers will be able to access services related to application, inquiry and payment of permits required by the City including: • Active building permits development and deployment • Inquiry procedures and status reporting • Application and payment of selected permit types • Permit status notification • Inspection scheduling, status and results notification • Facility and property mapping Licence Services (2004) The service will allow customers to inquire, apply and pay for various licences required by the City. • Online licence application • Application status • Renewal notification • Online licence renewal • Payment of selected licence fees
Business Services(2003-2004) • Business Directories and web link E-Democracy Services (2003-2004) These will allow local community groups to make their presence known, post upcoming events, etc. • Council meetings and agendas • Event calendar for community groups and business • Volunteer registration and requirements posting • Community Bulletin • Community program and event registration • Event Sponsorships • Project and Community Web casting services • Community Employment opportunity postings 2. Customer Relationship Management (2004) • Call tracking and Request for Service • Service monitoring and fulfillment 3. Employee Self Serve (2003): • “My Hamilton” Portal for employees applications • Employee Bulletin Boards and News • Collaboration Tools with e-
4. GIS for Economic Development and Tourism
(2003):
• Unified address data base searchable by all employees via web • Custom GIS applications
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5. Asset
& Infrastructure Management (2003-
• Consolidated licensing for software • All future MMS applications using Hansen • Custom MMS applications 6. Electronic Records and Document
2005):
Management (EDRMS) (2003-2005):
• Software for EDRMS chosen and applied in a Pilot Test • Document Classification Index for all Departments • Retention Bylaw approved
Cost Estimate
The above deliverables will have a price tag which is difficult to estimate without the appropriate project profile documentation. In a cursory attempt on placing an ‘order of magnitude - estimates as shown in Appendix M.
Performance Measurement
With increasing demands for technology and for technology resources it is imperative that we monitor performance on a regular basis. Service level agreements will be prepared with each department on an annual basis and will be reviewed regularly as one means to monitor performance. A critical role of the IT Department is to look beyond the needs of today's applications to ensure that the technology infrastructure is in place in order to support future applications. For this reason it is essential to ensure performance in all areas is measured. As part of the Business Planning process during 2002 the IT Services Division established performance measurement indicators.
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Conclusion
Next Steps Once the Strategy is approved by the City Management Team, the CIO will: • Present the plan for information to City Council • Meet with the General Managers of all departments to agree on the organizational structure of the Centers of Expertise and design a mutually acceptable implementation process • Request the General Managers to designate a representative to the ITMT • Convene the newly formed ITMT and give immediate priority to the development of an IT Business Plan for 2003 • Deliver the corporate projects in accordance with the Plan • Reinvent Information Technology Services to best relate to the agreed organization of the Centers of Expertise • Consult with Human Resources concerning the appropriate processes to match staff with positions. Leadership is Essential The implementation of this IT Strategy requires leadership to be provided by the CIO and by the Information Technology Management Team supported by the City Manager and City Management Team. The CIO will be
directed to assume responsibility for initiating the majority of actions required to see the projects and programs get started and progress is reported. The Information
Technology Management Team will remain an active participant, through: assignment of project sponsorships; reviewing and approving IT-related policies and standards; reviewing and approving go/no go decisions regarding the capital program; and, on-going monitoring of overall progress of the plan and the capital projects.
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Conclusion
The recommendations in this report, together with the wealth of supporting materials define a clear and realistic path for the City to follow for the next three years. Although it represents a significant repositioning of IT within the City’s overall Strategic Plan, particularly with respect to the proposed investment, the Strategy reflects collaboration with all departments and with external organizations and positions the City for the future. The Information Technology Steering Committee is confident that the Hamilton
Information Technology Strategy will serve the City, residents and business well over the next three years and reflects the new City identity to “reach, dream, rise and shine”.
Although clearly visionary, these recommendations put forward in this strategy are achievable and reasonable.
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Define Vision & Objectives
Needs Analysis
13 Step Process
Stage Dimension Aware Capable Mature “World Class” Organization & Resources (PEOPLE)
Process data & applic’n
Technology
Key Need Results
Environmental Scan
Expectation Analysis
Strengths
! The internal strengths that the organization currently enjoys ! City has excellent training facility in City Hall
Weaknesses
! The internal weakness that the organization exhibits
12 34 5 6 7 1 2
! No in-house training resource
Opportunities
"
Threats
"
The opportunities that the organization has because of their unique situation and/or external environment
! Train the trainer/power user in each department/division
Threats are potential situations or trends that will further weaken the organization or cause a new problem
SWOT Analysis Strategic Outcomes
Mapping Projects against Guiding Principles Key Strategic Outcomes and Enablers
Project Name Project Lead
Project Profile
PeopleSoft Upgrade CIO
Scope and Description • This project includes the upgrade of both the Finance and Human Resource Module of PeopleSoft. • This will include Server upgrades and Operating System upgrades where appropriate. • Numerous training and information sessions will be required prior to implementation of each module • A project team consisting of IT and user departments will be established for the duration of this project
One Time Cost Relative Priority High
Ongoing Costs Duration
Staff Resources 2003Q1 – 2003Q2
Mapping Projects against Client Impacts
Mapping Projects against Key Strategic Outcomes
Implementation Plan and Schedule
Develop Project Profiles
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People
IT Service Delivery Model
Centres of Experience
Recommendations Grouping
Process
Governance IT Governance IT Service Terms of Delivery Model Reference Funding
Common Service Area
Common Service Area Partnership Communication
IT Skills Requirements
Performance Measurement Reporting Projects Priority Corporate Projects
Technology
Policies
Enterprise Resource Planning
eGovernment
Geographic Information Systems Asset & Infrastructure Management
Standards
Documents & Records Mgt.
Common Front End
Priority Departmental Projects Network and Help Desk
Automated Vehicle Locator Restaurant Inspection System IT Disaster Recovery Mobile Computing
CLASS Point of Sale
IP Telephony
Technology Assets
SPHS Contract Mgt.
Technology Training
Other Departmental Projects
Priorities recommended by Departments in an annual work plan and budget
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IT Management Team (ITMT)
ITMT Members
IT Governance Model
CMT
CIO
IT Services Public Works Member Affiliate Members * Library Corp Services Member
Librar y C. of E. Business Planning and Strategy
IT Centres of Expertise (C. of E.)
IT Services Division*
*Existing internal structure t o be modified
All help des k acti vities TOE C. of E. FUNCTI ONS Data acquisition and updates Data pri vac y acti vities SPHS C. of E. All net wor k operations all digital print shop oper ations all net wor k securit y acti vities including vir us protection, disaster recover y and business r esumption planning All corpor ate databases and war ehousi ng acti vities i ncluding those for GIS, Financial, HR, Pl anning, Engineering, etc…. All IT asset acquisitions, leasing and or purchasing, disposal, ret ention i ncluding PC’s, lapt ops, printers, s er vers, etc… as wel l as all telecommunic ation c ontracti ng and support including mobile devices, des k phones, cell ular phones, et c. All soft war e licensing and maint enance All internet and intranet acti vities (subject to other corporate organizational changes that may r esult with the c reation of a multichannel “ Customer Relationshi p Management” function in which case the web activit ies will be par t of that function) All general IT trai ning on corpor ate sys tems i ncluding GIS, PeopleSoft, Microsoft Office, etc. All data bac kup and recover y
{
FUNCTIONS Future tec hnology “look out” IT project management Client Rel ations acti vities Knowledge management acti vities Development, deployment and support of IT Business Applicat ions, including busines s case development and reporting acti vities Depart mental dat abase management and suppor t
Ec. Dev. Planning and Dev. C. of E.
{
Communit y Ser vi ces C. of E.
Police Services Planning & Dev Member Hamilton Hydro/ FibreWired
Finance & Corp. Ser v., HR, CAO, Counc il C. of E.
Development of c ustom GIS applic ations and reports
C of E functions
All IT perf or mance meas urement ( with key input from the Centres of Expert ise)
Common Functions
H/R
Member
*Refer to Appendix J for detail of this chart HECFI
Ec. Dev Community Support Services Emergency Services
Member
Tourism Member
Member
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Background
ITMT Terms of Reference
TERMS OF REFERENCE
INFORMATION TECHNOLOGY MANAGEMENT TEAM (ITMT)
The Information Technology Strategy has recommended the establishment of a Corporate Information Technology Management Team to oversee the effective implementation of the IT service delivery model. ITMT is to be anointed by the CMT as a team with authority and accountability for all IT matters.
Role
1. To prepare an annual IT Business Plan in accordance with the IT strategy that channels the current technology investment and budgets to deliver corporate and departmental priorities 2. To prioritize collective Information Technology efforts to meet Councils (citizens) Goals and those of the organization as a whole, and to prepare and put forth business cases in support of projects and activities. 3. To co-ordinate, collaborate and leverage IT efforts to insure the efficient and effective use of IT resources, including expert knowledge, hardware, software, infrastructure and data 4. To identify emerging trends, technologies, industry standards and internal/external risks and to proactively recommend changes in direction (i.e. architectures and standards), policies and directives, systems and/or processes as required. 5. To recommend policies and directives to maximize the quality and value of information systems and data. 6. To develop and recommend the ongoing ever greening of the IT strategic plan and to promote a shared understanding of the goals of this plan and its alignment to overall Council direction. 7. To ensure timely progress toward strategic goals through the development and implementation of tactical priorities, plans and, as appropriate, through working groups. 8. To assess and continuously enhance the performance of IT relative to corporate IT Vision and objectives.
Membership/Meetings:
1. Each department would have 1 director level member. 2. Membership on the ITMT would be for a 1 year term, renewable by the General Manager or Executive Director of each department. To enable a greater cross section of directors of the corporation to influence and become aware of the IT challenges facing the city, it is proposed to rotate the directors from each department as members of the ITMT. 3. Committee reports to the CMT 4. ITMT is Chaired by the CIO 5. Meeting monthly and/or at the call of the Chair
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Current IT Policies and Guidelines Policy Name Home Access Use Policy (March 3 ,2001) Interim Policy for the Purchase, Upgrade, Activation or Repair of Cell Phones
Policy Listing
Policy Statement/Description This policy identifies the mechanisms for remote access to the City’s corporate network including support and security This policy outlines the rules governing the City’s new cellular service contract with Bell Mobility and Teletron. The Technology Entitlement Policy will supersede this interim policy. This policy outlines the City’s (IT) response to unsolicited commercial email. It also provides employees with information on SPAM and antiSPAM controls. This is a policy to define what the City of Hamilton charges for the dissemination of geographic data, specifically in digital form. The policy ensures that consistent and equitable service is provided to the public, and ensures that costs are keep to a minimum by basing fees on cost recovery. Recovery of costs will be based on dissemination costs only and will not include the cost of acquiring, developing or maintaining the original data. When dealing with standard hard copy maps created by the City of Hamilton, from geographic data, the Corporate Pricing Policy shall apply. This policy governs the use of the NetSupport Manager software tool. NetSupport Manager allows ITS staff to remotely control users desktop p.c.’s for support purposes only, after the user has granted permission. This policy describes technology entitlements for all City of Hamilton staff. Software and hardware standards will also be defined in this policy The purpose of the Computer Acceptable Use policy is to ensure that all City users operate their electronic computing resources in an ethical and lawful manner. The policy also identifies abuses that could result in disciplinary measures or legal action.
E-mail SPAM Policy (April 6, 2001)
Data Dissemination Policy (August 2002)
NetSupport Use Policy (March 2000)
Technology Entitlement Policy - September 26, 2002 Computer Acceptable Use Policy – January 8, 2003
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IT Guidelines E-mail Use Guidelines (March 2001) E-Mail Attachment Guidelines (April 2002) World S: Drive Use Guidelines (June 2001) Home p.c. security guidelines (October 2001)
Policy Listing
E-mail Out of Office and Automatic Reply Guidelines (February (2002) Internet Use Guidelines / Safe Internet Usage (February 2002 & June 2001)
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Enterprise System Solutions
Staff Enterprise Portal Customer Relationship Management Employee Self Serve Budget Development Business Portal Public Enterprise Portal Phase II On-line Services CLASS Upgrade Forms Web Site Restructuring E - Branding
Corporate Priority Projects
EGovernment
Library On-line Business Directory
Electronic Reference
GIS for Economic Development & Tourism
Common Address Database
Field Data Collection Mobile Computing
GIS Solutions for Business & Tourism
GIS Data Upgrades & Ortho Photos
IT Support For GRIDS
Asset & Infrastructure Management
Hansen Expansion & Integration
Maintenance Management Review & Implement Phase II
Integrated Management System
Electronic Records and Document Management
Meta Data Or Data Dictionary
Data Entry Process Streamlining
Electronic Records & Document Mgmt Phase II
Functional Directory
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Knowledge Management
Connect Hamilton create Community Information Hamilton
Common Front End, Integration and Collaboration
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Project Name Project Lead Project Type Project Background Scope and Description !Priority Corporate
Project Profile Template
!Priority Departmental
!Departmental Other
Department/Division(s) Impacted Project Benefit Staff Resource
# of staff and skill set required
Project Duration Total Cost
2003Q1 – 2003Q2 Hardware Cost
(with explanation)
Software Costs
(with explanation)
Contracted Services
(with explanation)
Training Cost
(with explanation)
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H Other Departmental Projects
E-government / Portal extension related issues
• • • • • • • • • • • • • • • • Permanent tourism web site Incorporating provincial services into municipal services centre (portal) Web content management tools (portal, tools) Web content review (process and tools) (web, tools) HWIN (Hamilton Wentworth Information network) (network and portal) Youth council web site Business portal Intelligent forms (Web, e.g. permit) Personalized portals Web site accessibility for vision impaired
Asset Management/Maintenance Management System Extension
Work tracking -- multiple work flow (MMS) Common Capital Project Management System (CCPMS) Bar coding (materials, inventory, etc.) (MMS) Fuel storage monitoring (in bulk storage tanks) Hydraulic modelling systems Traffic impact system • • • • • • • • • • • • • • • • • • • • • • Class upgrade Yardi upgrade
Applications Upgrade
SPHS Applications
Automated Booking system for public health clinics Scheduling system for clients -- employment and child care services Service level indicators (funding/report) Project to promote reduction of data entry Clinical record management system Document imaging -- SPHS nurse activity form Document imaging -- SPHS Personal service inspection SPHS - job web site for clients Intake system -- use portable technology (Mobile technology) IPAQ for public heath nurse (Mobile Technology) Lodging Homes/Homeless -expand and network federal database program IRIS -- importing data from Board of education and Child Care databases OCCMS - ad hoc reporting and server support Special Income database SDMT extract Health Bus Environmental Heath Scan – inspection (restaurant), data management and reporting ISCIS (Integrated services for children information system) (Ontario) Project to promote reduction of data entry Online training for Access and Equity staff
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H Other Departmental Projects
Continued Web enabled applications functions
• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • On line tax certificate Animal control system (dog licensing) Council's advisory committee web site Online booking system for tourism site Advanced road weather information system Small web support project -- e.g. games 2010 (web support) Volunteer database Museum virtual tours Optimizing the value of existing applications by e-service (e.g. Class) Employee Training database / ITS employee skills and training Cemetery Portal (and Kiosk) E-portal for public consultation for environmental assessment Digital image management system (library) Indexing of resources material for access and equity Salary management system (HR) Budget development system Transit technology replacement Fire records management Emergency Operation Centre - IT support tasks -- Web enabled services, network support Municipal election Software asset management Info at City harmonization (e-mail channelling) Smart card HEAT help desk software - self serve (upgrade / implementation) (Web enabled) IT Operation management Print review (print, fax and photocopy) services (technology) Network expansion (technology) Fire Virtual Private Network installation (technology) IT product & technology training HR strategy - IT component integration Mapping of IT tools to user needs Tech talk training -- outlook, fax, office xp etc Office XP upgrade/rollout New long distance provider
EDRMS extension
ERP extension
Business Applications / Technology Projects
IT projects
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Corporate Project Delivery Template
The project will be delivered within a framework of approved IT policies, procedures, methodologies and project management processes. Project Steering Committee provides input to the project under the direction of the Executive Sponsor. The Project Director chairs the Project Steering Committee. Project Director is responsible for strategic level issues including consultation with Departments impacted by the project/system. May be a senior IT or User Department manager.
Impacted Departments provide input and control over the project through the Project Steering Committee. Alignment with overall Corporate goals is the responsibility of the Executive Sponsor. Executive Sponsor is a member of ITMT who is accountable to ITMT and the CMT for delivery of the project.
The Project Manager is responsible for the day to day project activities.
Executive Sponsor
Project Steering Committee Project Director
Project Manager
Process
Data
Application
Technology
Implementation
Change / Communication
Project Team consists of staff chosen from Centres of Expertise, IT Services Division and User Departments. The Project Team will focus on all appropriate areas of the project / system including the “soft” aspects of the system as well as the “hard”. 4233
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IT Mgt. Team (ITMT) Business Planning and Strategy IT Centres of Expertise (C. of E.)
IT Service Delivery Model
Chief Information Officer IT Services Division
(Existing structure to be modified)
Common IT Functions Library C. of E. Public Works C. of E.
• • • • • • • • • • • • • Help desk activities Network operations Data privacy policies Future Technology "look out" Support for all devices with an IP address IT Project Mgt Skills Network security activities including virus protection, disaster recovery and business resumption planning Knowledge Management Strategy Corporate databases and warehousing activities including those for GIS, Financial, HR, Planning, Engineering, etc. Mgt of IT asset acquisitions, leasing and or purchasing, disposal, retention including PC's, laptops, printers, servers, etc. Mgt of telecommunication contracting and support including mobile devices, desk phones, cellular phones, etc. Software licensing and maintenance Internet and intranet activities (subject to other corporate organizational changes that may result with the creation of a multi-channel "Customer Relationship Management" function in which case the web activities will be part of that function) General IT training on corporate systems including GIS, PeopleSoft, Microsoft Office, etc. Data backup and recovery IT performance measurement (with key input from the Centres of Expertise)
Business Support Functions
• • • • • • • Data acquisition and updates Data privacy activities Future technology "look out" IT Project Mgt Skills Client Relations activities Knowledge management activities Development, deployment and support of IT Business Applications, including business case development and reporting activities Departmental database management and support Development of custom GIS applications and reports Content/contribution mgt. For inter/intranet
Community Support Services C. of E. Ec Dev. Planning and Dev. C. of E. Emergency Services C. of E. Corp Serv. HR, CAO, Council C. of E.
• • •
• • •
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Account Number
2050155400 2059655025 2110155001 2110155023 2110155024 2110157002 2110157005 2110157006 2110157007 2110157011 2110157013 2110157018 2110157019 2110157020 2110157029 2270153111 2270153115 3500255100 3500257101 3520257102 3509851033 3450251100 7100257101 7100257102 7409151003 7640051003 8100055002 5120292142 5300284102 5309284000 5300151100
2002 IT Related Capital Projects
Description
Peoplesoft Upgrade Project Project Management-Tax Project Property Data Conv-Needs Stdy New Official Plan Tracking Sys Infrast Cost Sharing Study Digital Conv Property Records Cem - Data Mapping & Computer Comp Integrated Mgt Sys - CIMS Extend Network To City Sites Avantis Maintenance System Computerized Fuel System Electronic Draw Review-Sftware Implementation of Amanda CLASS System - Server TOE-Maintenance Mgmt System Fire & Pol Ntwrk Security Proj CR-Install Telephone Sys-DU CC Corporate IT Strategy Desktop Enterprise Licensing IP Telephony Corporate IT Strategy Replace Upgrade Printing Equip CLASS System Update Digitization Project Museums Computer Aided Dispatch-Fire Land Ambul Comp Patient Data Digital Imaging of Zoning Maps Route Optimization SoftwareWaste Smart Cards System Enhancement-HSR Information Systems MaintenanHSR ATS Sch & Dispatch Software
Approved Budget
2,600,000.00 507,450.00 100,000.00 1,790,000.00 70,000.00 1,500,000.00 250,000.00 87,600.00 1,980,000.00 300,000.00 150,000.00 20,000.00 100,000.00 260,000.00 200,000.00 68,270.00 10,000.00 235,000.00 1,322,000.00 5,335,000.00 417,500.00 1,000,000.00 390,000.00 378,000.00 1,300,000.00 395,000.00 300,000.00 150,000.00 500,000.00 1,073,400.00 1,300,000.00
Total Capital
24,089,220.00
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Program/Project
L
3 Year Business Plan
Priority Corporate Projects Jan 03 Feb 03 Mar 03 Apr 03 May 03 Jun 03 Jul 03 Aug 03 Sep 03 Oct 03 Nov 03 Dec 03 1 qtr 04
st
2 qrt 04
nd
3rd qtr 04
4th qtr 04
2005 and beyond
A
Expanded Enterprise System Solution Employee Self Serve PeopleSoft Enterprise Portal PeopleSoft CRM PeopleSoft Budget
B
eGovernment Services Business Portal Online Services Web Site Restructure Connect Hamilton/Create Community CLASS Upgrade Online and IVR Electronic Reference Sys.
C
Geographic Information Systems Common Address Database Field Data Collection GIS Applications for Business/Tourism Corporate GIS data sets and orthophotos update IT Support for GRIDS
D
Electronic Document and Records Management EDRMS Needs Analysis EDRMS Pilot Functional Directory
E F
Common Front End Enterprise Executive and Mgt Reporting Asset and Infrastructure Management Hansen Expansion/Integration Maintenance Mgt. System Integration
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Program/Project Jan 03 Feb 03 Mar 03 Apr 03 May 03 Jun 03 Jul 03 Aug 03 1 Transit Technology Replacement EMS Automated Vehicle Locator (AVL) AVL for Fire, Police, HSR and Fleet 2 3 4 5 6 7 Mobile Computing Investigation Restaurant Inspection Program Point of Sale – CLASS Technology Training IT Disaster Recovery – Needs Analysis IT Disaster Recovery- Implementation IP Telephony
3 Year Business Plan
Priority Departmental Projects Sep 03 Oct 03 Nov 03 Dec 03 1st qtr 04 2nd qrt 04 3rd qtr 04 4th qtr 04 2005 and beyond
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Cost Estimates
Project Description
Priority Corporate Expanded Enterprise System Solution Common Front End Electronic Document and Records Mgt. Geographic Information Systems Assets & Infrastructure Mgt. e-Government/e-Services Subtotal Priority Departmental Projects IP Telephony Disaster Recovery Technical Training Point of Sale – CLASS Restaurant Inspection Mobile Computing Contract Management System Automatic Vehicle Locator – Various Depts. Subtotal TOTAL
Year 1
.5M .2M .5M 1.0M 1.0M 3.2M 6.8M .1M .2M TBD TBD TBD TBD TBD
Year 2
.5M 1.0M .5M 1.0M 1.0M 4.0M .1M .4M .3M TBD TBD TBD TBD TBD
Year 3
1.5M 2.0M .3M 2.0M 1.0M 5.8M .1M 0 .5 TBD TBD TBD TBD TBD
Total
2.5M 3.2M 1.3M 4.0M 3.0M 14.0M 7.0M .5M 1.0M 1.0M .5M 1.0M 1.0M 4.0M 16.0M 30.0M
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doc_529425543.pdf