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TECHNOLOGY SERVICES

PEAK PERFORMANCE

MARCH 12, 2015

2014 PERFORMANCE REVIEW

2015 INNOVATION PLANNING

1

Strategic Plan Overview

Vision: We will become the nation’s model for delivery of technology, media and contact center

services for local government.

Attract and retain a skilled and

motivated IT workforce

Through Peak Performance,

develop a plan to staff TS in a

sustainable manner

Execute a plan to address

deficiencies and opportunities as

they are identified

Invest in Lean Six Sigma to equip

all levels of TS with the process

tools needed to improve our

business

Invest in employee technical

training in support of our

strategy, and consistent with

industry best practices

Document and execute

repeatable operational

processes, consistent with

industry best practices

Develop or procure tools to

effectively manage operational

systems and processes

Adopt a “cloud-first” strategy for

services or infrastructure where

hosted services are a higher

value

Modernize datacenters and

infrastructure, where doing so

improves service or reduces risk

Realize the full value of our

enterprise architecture and

enterprise applications

Develop a sustainable funding

model for TS, consistent with our

goals and strategy

Develop an effective system to

understand agency business and

business needs

Develop portfolio and project

management processes

consistent with industry

standards

Develop a plan for “light”

technologies and policies for

agency empowered solutions

Facilitate work anytime, anywhere

by integrating mobility and

collaboration technologies

Improve access, usability and

visibility of City information

Transform Denver 8 to a “media

services” model

Prepare and equip 311 to engage

citizens proactively and through

multiple online channels

Improve access to government

information

Improve citizen outreach activities

Create a comprehensive strategy

and further leverage social media

Invest in delivery of information

and services to mobile devices

2

Strategic Plan Overview

Citizens

Internal Customers

Employees

Values Goals

No one of these core values is more

important than another; they are all

equal. Failing to value any one of

these will be to the detriment of the

other two.

It is important to note that employee

engagement is the key driver to our

ability to achieve the other three goals.

Engaged employees are the key to our

success.

3

Tactical Plan Overview

2015 Initiatives Initiatives – Goals Maps

Office 365 ● ● ●

Hosted Video ● ● ●

WiFi Redesign ● ● ● ●

Web CMS /

Adobe ● ● ● ●

CRM /

Salesforce ● ● ●

PeopleSoft HR

Replacement ● ●

SharePoint

Collaboration ● ● ●

Accela Phases

2 & 3 ● ● ●

Property Tax

Replacement ● ● ●

Pocketgov ● ● ● ●

Mentorship

Programs ● ●

Project Month

1 2 3 4 5 6 7 8 9 10 11 12

SharePoint Special Events Site

Records Management/Alfresco

Justware E-Discovery

Case Logistics

Budget System Replacement

New Muni Ops Justware

WiFi Redesign

Web CMS/Adobe

PBX Replacement at 911

Server 2003 Remediation

CRM/Salesforce

Accela Phase 2

PCI 3.0

SharePoint Collaboration

Property Tax Replacement

DR Planning and Testing

Pocketgov

PMIS

ECS Rollout

Audit Remediation

Employee Training

Mentorship Programs

Denver Loft Sessions

Alfresco Implementation

BI Enhancements

SNOW - Incident and SR

Hot Docs

Integrated Trafic Ticketing (ITT)

Legislative Info System

eForeclosure System

Office 365

PeopleSoft HR Replacement

Hosted Video

Accela Phase 34

Mission-Level Outcome Metrics

Technology Services

Measure 2013 Actual 2014 Actual 2015 Goal Status Progress

Employee Engagement 7.2 27.05 27.05

IT Process Maturity 1.85 2.5 3.0

Agency Satisfaction 3.22 3.50 4.0

Citizen Satisfaction Courtesy 85%

Knowledge 77%

Responsiveness 76%

Courtesy 85%

Knowledge 80%

Responsiveness 78%

Courtesy 87%

Knowledge 83%

Responsiveness 80%

Employee Engagement

• This score is an average of responses received from a survey issued by OHR.

Operational Efficiency

• This measurement is based on industry best-practices to assess process maturity in an organization. The score ranges from 1

(ad-hoc) to 5 (innovating).

Agency Satisfaction

• This score is an average of responses to a survey issued by TS and to which more than 540 responses were received.

Citizen Satisfaction

• This score is an assessment of Denver 311 and is based on the 2014 national Citizen Survey. It is a composite score of the

following areas: courtesy, knowledge and responsiveness. 311 ratings were higher than overall City ratings in every category

(Knowledge 78%; Courtesy 70%; Responsiveness 69%)

5

Employee Engagement Index

6

Vital Signs

7

2011 2012 2013 2014

Vacation 32,434.8 30,622.8 28,759.5 28,263.3

Sick 20,109.0 16,497.8 15,073.3 12,020.0

PTO 4,857.0 6,292.3 10,990.3 13,574.8

Comp Time 421.1 439.2 570.5 538.2

Vacancy 2,946.7 3,596.7 4,405.6 3,322.2

Worker's Comp 7.0 69.3 240.0 56.0

010,00020,00030,00040,000

Ho

urs

Hours Not Worked

2011 2012 2013 2014

Overtime 4,792.8 4,340.0 4,447.0 3,593.2

Comp Time 631.7 658.8 855.8 807.3

0

1,000

2,000

3,000

4,000

5,000

6,000

Ho

urs

Backfill

2011 2012 2013 2014

Total Hours Not

Worked60,775.5 57,517.9 60,039.1 57,774.4

Total Backfill 5,424.5 4,998.8 5,302.7 4,400.5

Surplus / (Deficit)

Hours55,351.0 52,519.1 54,736.3 53,373.9

010,00020,00030,00040,00050,00060,00070,000

Ho

urs

Surplus / (Deficit) Hours

Agency Satisfaction Survey

8

328

548

0

100

200

300

400

500

600

2013 2014

Responses

3.6 3.71

0

1

2

3

4

5

2013 2014

Do you know how to obtain help from TS?

3.06 3.31

0

1

2

3

4

5

2013 2014

How easy is it to work with TS?

3.163.49

0

1

2

3

4

5

2013 2014

How would you rate your most recent experience with

the TS Service Desk?

2.763.15

0

1

2

3

4

5

2013 2014

Does TS resolve your issue in a timely manner?

3.51 3.82

0

1

2

3

4

5

2013 2014

Do you find TS employees to be courteous and accommodating?

Employee Engagement

9

Employee Engagement

10

27.0

5

2014

Index Score

DPS Workforce Development

Program

• Lincoln and West H.S.

• Over 100 Students

Participated

• Over 40 TS Employees

Participated

Mentoring Partnership with

Denver Public Schools

• 29 TS Employee Mentors

• 24 Student Participants

Employee Engagement

11

Continuing Drivers for Employee

Engagement

• Moved 17 staff from 10G to Webb to

foster additional collaboration

• Culture of empowerment, teamwork

and innovation

Performance Awards – 2014/2015

Exemplary Performance Award 6

High Performer Award 5

“Caught Ya” Awards 18

0

5

10

15

20

25

30

35

Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec

Open TS Positions by Year

2014

2013

Multiple performance award programs

Reductions in Number of Open Positions and Turnover Rate

Additional training dollars for employees

Change Management

12

Change Management

13

Change Management

14

911 Team

15

911 Team

16

911 Team

17

911 Team

18

Field Support – DHS Dashboard

19

Field Support – Main Dashboard

20

Field Services

21

Severity

% of overall

tickets

Days to

complete:

January 14

Days to

complete:

December 14

3 15% 23 days 2 days

4 83% 32 days 3 days

Service Desk

22

0

5

10

15

20

25

Jan-14 Jan-15

Hold Times in Minutes

Headcount went from 19 to 13

• First call resolution % continues to increase

$810k cost savings in customer productivity

• Saved avg of 15 min / 90,000 tickets / employees at $36 = $810k

Service Desk

23

Security & Compliance

24

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

91

1

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14

43

4952 52 53 53 53

0

13

25

38

50

63

Q1 2013 Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014 Q3 2014 Q4 2014 Q1 2015

Total Remediated Items

TS Playbooks Completion Stats Audit Remediation Stats

1 110

10

20

30

40

50

60

70

2014 2015

Complete Incomplete

BIA – Critical Apps CompletionCurrent Unremediated Items:

29

Ops Project Portfolio

25

Project Intake

26

Year Month TS

Arts &

Venue GSA DHS

DOF

CR&CF

DOF

Office of

Controller

DOF

BMO

DOF

C&R Safety 911

Denver

Library E&L

Parks &

Rec

Public

Works

DOHS

Office of

Childrens

Affairs

Civil Service

Commission

Denver

Election OHR Assessor

Planning &

Development Purchasing

Environment

Health

Dept. of

Law Unknown Total

2014 January 3 1 1 2 2 9

2014 February 1 1 1 2 2 1 1 1 10

2014 March 5 1 1 1 8

2014 April 1 1

2014 May 2 1 1 4

2014 June 2 2 4

2014 July 1 1 1 1 1 1 6

2014 August 1 3 1 1 1 1 1 1 10

2014 September 6 1 1 1 1 10

2014 October 1 1 3 1 1 7

2014 November 2 2

2014 December 1 1 1 2 1 1 1 8

6 5 1 1 1 6 1 1 22 2 2 2 2 3 1 1 2 4 1 1 1 6 3 4 79Agency Total:

0

1

2

3

4

5

6

7

8

9

10 9

10

8

1

4 4

6

10 10

7

2

8

PMO Intake Counts (Includes Grants)

Business Intelligence

27

Contract Automation BMO Dashboard

DSD Jail Capacity DPD Officer Productivity

Application Release Lifecycle

28

0 10 20 30 40 50 60

Old Model

New Model

Effort in Days

Software Development Cycle

Development Styling Test Automation Build Automation

Summary

• Election Results, Officer Lookup,

Inmate Search, Liquor & Marijuana

Hearings, and Pocketgov have

gone through the new process

• The displayed chart represents the

reduction in days for a single

application

• Build Automation – 24x

Improvement (2 Hrs to 5 Min)

• Development – 2x Improvement

(40 Days to 20 Days)

• Styling – 2x Improvement

(10 Days to 5 Days)

• Testing – 60x Improvement

(1 Hr to 1 Min per Component)

• Change Management – Unlimited

Releases Versus Bi-Monthly

(Automated Builds are Routine

Changes)

311 Statistics

29

0:00

1:12

2:24

3:36

4:48

6:00

January April July October

Tim

e

ASA 2013

ASA 2014

0:00

0:28

0:57

1:26

1:55

2:24

2:52

3:21

3:50

4:19

January April July October

Tim

e

AHT 2013

AHT 2014

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

1 2 3 4 5 6 7 8 9 10 11 12

Vo

lum

e

ONLINE 2013

ONLINE 2014

Average Speed of Answer Average Handling Time

Online Inquiries

Denver Loft Sessions

30

SRA Update

31

Description Cost Description Cost

PM Professional Services Infra $100,000.00 Denver 8 Downtown $81,200.00 Adobe WCMS $200,000.00 Wifi upgrade $100,000.00 Paperless Meetings $35,000.00 Windows 7 Upgrade $920,167.24 Ent Apps Program Manager $110,000.00 Firewall Security $150,000.00 Office 365 $1,550,000.00 Wi-Fi expansion $200,000.00 Cloud Hosting for Video $180,000.00 Security Assessment $20,000.00 DMV Queuing System $39,998.12 Strategic Resource Personnel $1,458,812.64 Asset Management Tool $162,500.00 Infrastructure $93,250.00 Prof Services Infrastructure $500,000.00 SharePoint Enterprise $400,000.00 QA Automation Tools $250,000.00 Audit Remediation $150,000.00 Business Intelligence $250,000.00 Aging PBX Replacement $400,000.00 Admin Access Control $50,000.00 Disaster Recovery/Business Con $122.677.50 Prof Services Radio Systems $89,000.00 Police Car High Speed $710,561.49 Disaster Recovery $750,000.00 Tenable Security Center Licenses $80,000.00 PM Tools/Audit $65,212.07 Technology Services Training $150,000.00 Anti Spam Device $15,250.00 Programming Enhancements $35,000.00 Internet Edge $1,001,623.98 Oracle Toad DBA Suite $41,542.00 Engage Contact Center Suite $22,035.00 Milestone Software $175,000.00 Computer Replacement $180,000.00 Media Services Footprint Exp $50,000.00 Application Modernization $1,340,000.00 Kids Community Planning $200,000.00 SharePoint - Pilot $175,000.00 311 Workstation Upgrade $19,999.90 Security Data Rooms $100,000.00 BusinessObjects CPU $97,200.00 Prof Services Security $250,000.00 311 Contact Ctr Wrfrce Mgmt Ap $37,832.61 Denver 8 Citywatch $53,000.00 Total = > $13,161,862.55

Sustainability

Comments:

• Four year phased approach for replacing all UPS units in the city with green mode.

.32

Resource

Investment

Projected Contribution to

Meeting 2020 Goals Key Assumptions

Upcoming Benchmarks

and Status

• $80,000 capital

expenditure budget

• Desk of the future

Budget TBD

• $30,000 operating

budget

• Waste Water

Datacenter Shutdown

(FTE Operational

Expense Only)

• $7,000 operating

budget

• Energy: Reduce energy

consumption of our Cooling

Units at our WMB Datacenter by

35% through a EC fan retrofit of

our current DC fan setup

• Energy: Desktop of the future

project. Reduce overall energy

consumption by City employees

at desktop work stations.

• Energy: Work to reduce building

energy consumption based on

UPS devices. A 4% increase in

efficiency per UPS

• Energy: Close the Waste Water

Datacenter . Moving storage

and virtualizing all servers will

save 20-30KW.

• Ducting the CRACs (Datacenter

Cooling Units) into the ceiling at

10 Galapago Datacenter. This

will provide efficiency and

decrease power usage by

• 35% reduction based on

motor kw2 = motor kw1 x

(speed2/speed1)3. A 20 %

reduction in fan speed

results in 49 % energy

savings

• Desk top of the future will

save as much as 150 to

300 watts over todays PC

• UPS sizes vary from

1500VA to 8,000VA

• Waste Water KW savings

includes shutdown of both

physical servers and

Storage equipment.

• Air flow study has been conducted

and is complete. A pilot will be take

place for 1 of the units and is

expected to be completed Aug 2015.

The other 3 Units will follow with a

target date of Dec 2015

• Meeting with vendors in 2015 to

explore new technologies available,

then put together a Decision Package

to push for implementation in 2016

• 15 UPS’s already deployed at 303 W.

Colfax. Planning under way for the roll-

out of an additional 25 UPS’s to

complete Phase 1.

• Virtualization of servers is underway

and will be completed in June

• Vendor has been chosen to do work

for Ducting. Planning to start and

complete work in October 2015

State of the City

33

0

200

400

600

800

1000

1200

1400

1600

1800

2000

Running Count of User Profiles

808

475404 372

180110 108

41 24 23 21 15 14 10 8 7 7 7 4 30

100

200

300

400

500

600

700

800

900

Counts by Case Type

Total Case

Count:

2641

Total User

Profiles:

1726