Information Technology Strategy 3-Year Plan 2003 - 2005 “Delivering IT Value in Support of City Services” Summary Report January 2003
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Information Technology Strategy 3-Year Plan 2003 - 2005
“Delivering IT Value in Support of City Services”
Summary Report
January 2003
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Acknowledgements Executive Sponsorship Champion Robert Robertson, Ph. D, City Manager
Sponsors City Management Team
Project Lead Louis Shallal, Ph. D, CIO
Steering Committee Chair Louis Shallal,
Chief Information Officer
Vice Chair Christine Swenor, Director IT Operations
Members Mark Amorosi, Director, Employment and Client Services
Paul Mason, Director, Long Range Planning & Design
Lou Di Gironimo, Director, Water & Wastewater Division
Phil Mostert, Hamilton Hydro/Fibrewired
Roy Duncan, Director, Fleet Services Ken Roberts, Chief Librarian Helen Hale Tomasik, Director,
Strategic Services Norm Schleehahn, Economic Development Officer
Jane Lee, Director, Customer Service
Tony Tollis, Director, Corporate Management Services
IT Project Resources Project Coordinator Fred Snelling
e-Government Team Linda Kurluk
Hard Services Team James Rickert
Human Services Team Kevin Smith
Infrastructure Team Filipe Janicas
Consultants Chartwell Inc. Debbie Barrett*
Deloitte & Touche Gordon Glover
Kane Mackay Samantha Kane
Prior and Prior 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 .............................................................. 5
Introduction ........................................................................... 7
Case for Change.................................................................... 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 - 13 Step Process 35 Appendix B - Recommendations Grouping 36 Appendix C - IT Governance Model 37 Appendix D - ITMT Terms of Reference 38 Appendix E - Policies/standards/guidelines 39 Appendix F - Corporate Projects 41 Appendix G - Project Profile Template 42 Appendix H - Other Program List 43 Appendix I - Corporate Project Delivery Structure 45 Appendix J - IT Service Delivery Model 46 Appendix K - Capital Expenditures 47 Appendix L - 3 Year Business Plan Schedule 48 Appendix M - Cost Estimates 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 e-
Government • 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. Service to The Citizens 2. Support to the City’s Core Business Needs 3. Integration of IT Applications at Every Opportunity 4. Strategic Investment in IT 5. 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.
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.
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.
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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
Council Goals
Corporate Management Expectations for
Efficiency and Savings - Effective, economical systems and processes
Citizens Expectations for Service
- Access needs anywhere anytime
Competitive Pressures
- Performance measurements and
benchmarking
- Integration of various systems
Municipal Amalgamation
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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 Team and all department/division
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.
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 principleswere 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 Co-operation
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 decision-making. 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
Deliverables Framework Strategic Outcome #2
Strategic Outcome #1 (Why)
Priority/Schedule Projects
(What) Client
Impact/
Benefit
(Who)
2003
2004
2005
Deliverables Framework
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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 e-Government, 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.
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.
Electronic
Government
Human
Services
IT Infrastructure
Hard
Services
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Extern
al
Relatio
nships
EN ABLERS
OnlineGovernment
Transformation
Technology
Management
Framework
Tech SavvyKnowledge
Workers
EffectiveCustomer Service
Secure &Reliable IT
Infrastructure
Encourage
Data
Integration
and sharing
SustainableFundingModel
Online
Employee
Access
Council Goals
Extern
al
Relatio
nships
EN ABLERS
OnlineGovernment
Transformation
Technology
Management
Framework
Tech SavvyKnowledge
Workers
EffectiveCustomer Service
Secure &Reliable IT
Infrastructure
Encourage
Data
Integration
and sharing
SustainableFundingModel
Online
Employee
Access
Council Goals
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
Drivers for Change
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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 co-operation 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
CIO Role
Corporate IT Business Plan
Policies and Standards
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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Funding and Administration of IT Assets
Priority Corporate Projects
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.
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.
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
Priority Departmental Projects
Other Departmental 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
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
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
IT Service Delivery Model
IT Common Services
Centres of Expertise
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.
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
27
Partnerships & Relationships
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.
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.
28
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.
Current IT Expenditures Capital 24M
Operating
ITS 7.5M
Other 4.5M
Total 12. M
Estimated* Annual Corporate IT Cost = $20 M
* Capital assumed over 3 years
29
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.
30
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
31
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 with e-applications
• Employee Bulletin Boards and News • Collaboration Tools
4. GIS for Economic Development and Tourism
(2003): • Unified address data base searchable by all
employees via web • Custom GIS applications
32
5. Asset & Infrastructure Management (2003-
2005): • Consolidated licensing for software • All future MMS applications using Hansen • Custom MMS applications
6. Electronic Records and Document
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.
33
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.
34
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.
AA P P E N D I X
13 Step Process
35
Key Need Results
1 2 3 4 5 6 7 1 2
Key Strategic Outcomes and Enablers Strategic Outcomes
Strengths! The internal strengths that
the organization currently enjoys
! City has excellent training facility in City Hall
Opportunities" 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
Weaknesses! The internal weakness that
the organization exhibits
! No in-house training resource
" Threats are potentialsituations or trends that will further weaken the organization or cause a new problem
SWOT Analysis
Mapping Projects against Key Strategic Outcomes
Implementation Plan and Schedule
Define Vision & Objectives
Environmental Scan
Needs Analysis
Expectation Analysis
Mapping Projects against Client Impacts
Project Name PeopleSoft Upgrade
Project Lead CIO
Scope and Description • This project includes the upgrade of both the Finance and Human ResourceModule of PeopleSoft.
• This will include Server upgrades and Operating System upgrades whereappropriate.
• Numerous training and information sessions will be required prior toimplementation of each module
• A project team consisting of IT and user departments will be established forthe duration of this project
One Time Cost Ongoing Costs Staff Resources
Relative Priority High Duration 2003Q1 – 2003Q2
Project ProfileProject Name PeopleSoft Upgrade
Project Lead CIO
Scope and Description • This project includes the upgrade of both the Finance and Human ResourceModule of PeopleSoft.
• This will include Server upgrades and Operating System upgrades whereappropriate.
• Numerous training and information sessions will be required prior toimplementation of each module
• A project team consisting of IT and user departments will be established forthe duration of this project
One Time Cost Ongoing Costs Staff Resources
Relative Priority High Duration 2003Q1 – 2003Q2
Project Profile
Develop Project Profiles
Mapping Projects against Guiding Principles
Stage
DimensionAware Capable Mature “World Class”
Organization
& Resources
(PEOPLE)
Process
data &
applic’n
Technology
Stage
DimensionAware Capable Mature “World Class”
Organization
& Resources
(PEOPLE)
Process
data &
applic’n
Technology
BA P P E N D I X
Recommendations Grouping
36
People Process
Governance
Technology Projects
IT Service
Delivery Model
Common Service Area
Partnership
IT Skills Requirements
IT Service Delivery Model
IT Governance Terms of Reference
Funding
Communication
Performance Measurement
Reporting
Centres of Experience
Common Service Area
Other Departmental Projects
Priority Corporate Projects Enterprise
Resource PlanningeGovernment Geographic
Information Systems
Documents & Records Mgt.
Common Front End
Asset & Infrastructure Management
Priority Departmental Projects
Automated Vehicle Locator
Restaurant Inspection
System
Mobile Computing
CLASS Point of Sale
IP TelephonyIT Disaster Recovery
SPHS Contract Mgt.
Technology Training
Policies
Standards
Network and Help Desk
Technology Assets
Priorities recommended by Departments in an annual work
plan and budget
CA P P E N D I X
IT Governance Model
37
CIO
Public Works
IT Services
Business Planning andStrategy
IT Services Division*IT Centres of Expertise(C. of E.)
TOEC. of E.
SPHSC. of E.
Ec. Dev.Planning and Dev.
C. of E.
Community Ser vi cesC. of E.
Finance & Corp. Ser v.,HR, CAO, Counc il
C. of E.
Librar yC. of E.
FUNCTIONS
Data acquisition andupdates
Data pri vacy acti vities
Future technology “lookout”
IT project management
Client Rel ations acti vities
Knowledge managementacti vities
Development, deploymentand support of ITBusiness Applicat ions,including business casedevelopment andreporting acti vities
Departmental databasemanagement and suppor t
Development of customGIS applications andreports
FUNCTIONS
All help desk acti vities
All networ k operations
all digital print shop oper ations
all networ k securi ty acti vities includingvir us protection, disaster recover y andbusiness r esumption planning
All corpor ate databases and war ehousi ngacti vities i ncluding those for GIS,Financial, HR, Pl anning, Engineering,etc….
All IT asset acquisitions, leasing and orpurchasing, disposal, retention i ncludingPC’s, laptops, printers, servers, etc… aswel l as all telecommunication contracti ngand support including mobile devices,desk phones, cell ular phones, etc.
All softwar e licensing and maintenance
All internet and intranet acti vities (subjectto other corporate organizational changesthat may r esult with the c reation of a multi-channel “ Customer Relationshi pManagement” function in which case theweb activit ies will be par t of that function)
All general IT trai ning on corpor atesys tems i ncluding GIS, PeopleSoft,Microsoft Office, etc.
All data backup and recover y
All IT perfor mance measurement ( with keyinput from the Centres of Expert ise)
{
*Existing internalstructure to be modified{
Corp Services
Planning & Dev
H/R
Ec. Dev
CommunitySupportServices
EmergencyServices
Member
Member
Member
Member
Member
Member
Member
Library
Police Services
Hamilton Hydro/FibreWired
HECFI
Affiliate Members
Tourism
C of Efunctions Common
Functions
CMT
*
*Refer to Appendix J fordetail of this chart
ITMT Members
IT Management Team(ITMT)
CIO
Public Works
IT Services
Business Planning andStrategy
IT Services Division*IT Centres of Expertise(C. of E.)
TOEC. of E.
SPHSC. of E.
Ec. Dev.Planning and Dev.
C. of E.
Community Ser vi cesC. of E.
Finance & Corp. Ser v.,HR, CAO, Counc il
C. of E.
Librar yC. of E.
FUNCTIONS
Data acquisition andupdates
Data pri vacy acti vities
Future technology “lookout”
IT project management
Client Rel ations acti vities
Knowledge managementacti vities
Development, deploymentand support of ITBusiness Applicat ions,including business casedevelopment andreporting acti vities
Departmental databasemanagement and suppor t
Development of customGIS applications andreports
FUNCTIONS
All help desk acti vities
All networ k operations
all digital print shop oper ations
all networ k securi ty acti vities includingvir us protection, disaster recover y andbusiness r esumption planning
All corpor ate databases and war ehousi ngacti vities i ncluding those for GIS,Financial, HR, Pl anning, Engineering,etc….
All IT asset acquisitions, leasing and orpurchasing, disposal, retention i ncludingPC’s, laptops, printers, servers, etc… aswel l as all telecommunication contracti ngand support including mobile devices,desk phones, cell ular phones, etc.
All softwar e licensing and maintenance
All internet and intranet acti vities (subjectto other corporate organizational changesthat may r esult with the c reation of a multi-channel “ Customer Relationshi pManagement” function in which case theweb activit ies will be par t of that function)
All general IT trai ning on corpor atesys tems i ncluding GIS, PeopleSoft,Microsoft Office, etc.
All data backup and recover y
All IT perfor mance measurement ( with keyinput from the Centres of Expert ise)
{
*Existing internalstructure to be modified{
Corp Services
Planning & Dev
H/R
Ec. Dev
CommunitySupportServices
EmergencyServices
Member
Member
Member
Member
Member
Member
Member
Library
Police Services
Hamilton Hydro/FibreWired
HECFI
Affiliate Members
Tourism
C of Efunctions Common
Functions
CMT
*
*Refer to Appendix J fordetail of this chart
ITMT Members
IT Management Team(ITMT)
DA P P E N D I X
ITMT Terms of Reference
38
INFORMATION TECHNOLOGY MANAGEMENT TEAM (ITMT)
TERMS OF REFERENCE Background 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
EA P P E N D I X
Policy Listing
39
Current IT Policies and Guidelines
Policy Name Policy Statement/Description
Home Access Use Policy (March 3 ,2001) This policy identifies the mechanisms for remote access to the City’s corporate network including support and security
Interim Policy for the Purchase, Upgrade, Activation or Repair of Cell Phones
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.
E-mail SPAM Policy (April 6, 2001) This policy outlines the City’s (IT) response to unsolicited commercial email. It also provides employees with information on SPAM and anti-SPAM controls.
Data Dissemination Policy (August 2002) 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.
NetSupport Use Policy (March 2000) 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.
Technology Entitlement Policy - September 26, 2002
This policy describes technology entitlements for all City of Hamilton staff. Software and hardware standards will also be defined in this policy
Computer Acceptable Use Policy – January 8, 2003
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.
EA P P E N D I X
Policy Listing
40
IT Guidelines
E-mail Use Guidelines (March 2001)
E-Mail Attachment Guidelines (April 2002)
E-mail Out of Office and Automatic Reply Guidelines (February (2002)
Internet Use Guidelines / Safe Internet Usage (February 2002 & June 2001)
World S: Drive Use Guidelines (June 2001)
Home p.c. security guidelines (October 2001)
FA P P E N D I X
Corporate Priority Projects
41
Enterprise
System Solutions
E- Government
GIS for
Economic Development
& Tourism
Asset &
Infrastructure Management
Electronic Records and Document Management
Staff Enterprise
Portal Customer
Relationship Management
Employee Self Serve
Business Portal
Electronic Reference
Public Enterprise
Portal Phase II
On-line Services CLASS
Upgrade Forms
Web Site Restructuring E - Branding
Library On-line
Business Directory
Connect Hamilton create
Community Information Hamilton
Common Address
Database
Field Data Collection -
Mobile Computing
GIS Solutions for Business &
Tourism
GIS Data Upgrades &
Ortho Photos
IT Support
For GRIDS
Hansen Expansion & Integration
Maintenance Management
Review & Implement Phase II
Integrated Management
System
Meta Data Or Data
Dictionary
Data Entry Process
Streamlining
Electronic Records & Document
Mgmt Phase II
Functional Directory
Know
ledg
e M
anag
emen
t
Com
mon
Fro
nt E
nd, I
nteg
ratio
n an
d C
olla
bora
tion
Budget Development
GA P P E N D I X
Project Profile Template
42
Project Name
Project Lead
Project Type !Priority Corporate !Priority Departmental !Departmental Other
Project Background
Scope and Description
Department/Division(s) Impacted
Project Benefit
Staff Resource # of staff and skill set required
Project Duration 2003Q1 – 2003Q2
Total Cost
Hardware Cost (with explanation)
Software Costs (with explanation)
Contracted Services (with explanation)
Training Cost (with explanation)
HA P P E N D I X
Other Departmental Projects
43
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
Applications Upgrade • Class upgrade • Yardi 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
HA P P E N D I X
Other Departmental Projects
44
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
EDRMS extension • Digital image management system (library) • Indexing of resources material for access and equity
ERP extension • Salary management system (HR) • Budget development system
Business Applications / Technology Projects • Transit technology replacement • Fire records management • Emergency Operation Centre - IT support tasks -- Web enabled services, network
support • Municipal election
IT projects • 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
IA P P E N D I X
Corporate Project Delivery Template
4233
Executive Sponsor is a member of ITMT who is accountable to ITMT and the CMT for delivery of the project.
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.
The Project Manager is responsible for the day to day project activities.
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.
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.
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”.
Executive Sponsor
Project Steering Committee
Project Director
Project Manager
Process Data Application Technology Implementation Change / Communication
JA P P E N D I X
IT Service Delivery Model
46
IT Services Division
(Existing structure to be modified)
Business Planning and Strategy
Chief Information Officer
IT Centres of Expertise (C. of E.)
Library C. of E.
Public Works C. of E.
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.
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
Common IT Functions • 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)
IT Mgt. Team (ITMT)
KA P P E N D I X
2002 IT Related Capital Projects
47
Account Number
Description
Approved Budget
2050155400 Peoplesoft Upgrade Project 2,600,000.00 2059655025 Project Management-Tax Project 507,450.00 2110155001 Property Data Conv-Needs Stdy 100,000.00 2110155023 New Official Plan Tracking Sys 1,790,000.00 2110155024 Infrast Cost Sharing Study 70,000.00 2110157002 Digital Conv Property Records 1,500,000.00 2110157005 Cem - Data Mapping & Computer 250,000.00 2110157006 Comp Integrated Mgt Sys - CIMS 87,600.00 2110157007 Extend Network To City Sites 1,980,000.00 2110157011 Avantis Maintenance System 300,000.00 2110157013 Computerized Fuel System 150,000.00 2110157018 Electronic Draw Review-Sftware 20,000.00 2110157019 Implementation of Amanda 100,000.00 2110157020 CLASS System - Server 260,000.00 2110157029 TOE-Maintenance Mgmt System 200,000.00 2270153111 Fire & Pol Ntwrk Security Proj 68,270.00 2270153115 CR-Install Telephone Sys-DU CC 10,000.00 3500255100 Corporate IT Strategy 235,000.00 3500257101 Desktop Enterprise Licensing 1,322,000.00 3520257102 IP Telephony 5,335,000.00 3509851033 Corporate IT Strategy 417,500.00 3450251100 Replace Upgrade Printing Equip 1,000,000.00 7100257101 CLASS System Update 390,000.00 7100257102 Digitization Project Museums 378,000.00 7409151003 Computer Aided Dispatch-Fire 1,300,000.00 7640051003 Land Ambul Comp Patient Data 395,000.00 8100055002 Digital Imaging of Zoning Maps 300,000.00 5120292142 Route Optimization Software-
Waste 150,000.00
5300284102 Smart Cards System Enhancement-HSR
500,000.00
5309284000 Information Systems Maintenan-HSR
1,073,400.00
5300151100 ATS Sch & Dispatch Software 1,300,000.00 Total Capital 24,089,220.00
LA P P E N D I X
3 Year Business Plan
48
Program/Project Jan 03
Feb 03
Mar 03
Apr 03
May 03
Jun 03
Jul 03
Aug 03
Sep 03
Oct 03
Nov 03
Dec 03
1st qtr 04
2nd qrt 04
3rd qtr 04
4th qtr 04
2005 and
beyond Expanded Enterprise System Solution Employee Self Serve
PeopleSoft Enterprise Portal
PeopleSoft CRM
A
PeopleSoft Budget eGovernment Services Business Portal
Online Services Web Site Restructure
Connect Hamilton/Create Community CLASS Upgrade Online and IVR
B
Electronic Reference Sys. Geographic Information Systems Common Address Database
Field Data Collection GIS Applications for Business/Tourism
Corporate GIS data sets and orthophotos update
C
IT Support for GRIDS Electronic Document and Records Management EDRMS Needs Analysis EDRMS Pilot
D
Functional Directory Common Front End E Enterprise Executive and Mgt Reporting
Asset and Infrastructure Management Hansen Expansion/Integration
F
Maintenance Mgt. System Integration
Priority Corporate Projects
LA P P E N D I X
3 Year Business Plan
49
Program/Project Jan
03 Feb 03
Mar 03
Apr 03
May 03
Jun 03
Jul 03
Aug 03
Sep 03
Oct 03
Nov 03
Dec 03
1st qtr 04
2nd qrt 04
3rd qtr 04
4th qtr 04
2005 and beyond
1 Transit Technology Replacement EMS Automated Vehicle Locator (AVL) AVL for Fire, Police, HSR and Fleet 2 Mobile Computing Investigation 3 Restaurant Inspection Program 4 Point of Sale – CLASS 5 Technology Training 6 IT Disaster Recovery – Needs Analysis IT Disaster Recovery- Implementation 7 IP Telephony
Priority Departmental Projects
49
MA P P E N D I X
Cost Estimates
Project Description Year 1 Year 2 Year 3 Total Priority Corporate Expanded Enterprise System Solution Common Front End
.5M .5M 1.5M 2.5M
Electronic Document and Records Mgt. .2M 1.0M 2.0M 3.2M Geographic Information Systems .5M .5M .3M 1.3M Assets & Infrastructure Mgt. 1.0M 1.0M 2.0M 4.0M e-Government/e-Services 1.0M 1.0M 1.0M 3.0M Subtotal 3.2M 4.0M 5.8M 14.0M Priority Departmental Projects IP Telephony 6.8M .1M .1M 7.0M Disaster Recovery .1M .4M 0 .5M Technical Training .2M .3M .5 1.0M Point of Sale – CLASS TBD TBD TBD 1.0M Restaurant Inspection TBD TBD TBD .5M Mobile Computing TBD TBD TBD 1.0M Contract Management System TBD TBD TBD 1.0M Automatic Vehicle Locator – Various Depts. TBD TBD TBD 4.0M Subtotal 16.0M TOTAL 30.0M
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