council budget staff report -...

CITY COUNCIL OF SALT LAKE CITY

451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476

SLCCOUNCIL.COM TEL 801-535-7600 FAX 801-535-7651

LUKE GARROTT | DISTRICT 4 |COUNCIL CHAIR || JAMES ROGERS | DISTRICT 1 | COUNCIL VICE CHAIR || KYLE LAMALFA | DISTRICT 2 || STAN PENFOLD | DISTRICT 3 || ERIN MENDENHALL | DISTRICT 5 ||

CHARLIE LUKE | DISTRICT 6 || LISA R. ADAMS | DISTRICT 7

COUNCIL BUDGET

STAFF REPORT

CITY COUNCIL of SALT LAKE CITY

TO: City Council Members

FROM: Lehua Weaver

Budget & Policy Analyst

DATE: May 19, 2015

RE: FY 2015-16 Budget – Information Management Services (IMS) Department

Mayor’s Proposed Budget

ISSUE AT-A-GLANCE

The Department of Information Management Services (IMS) provides technical support for General Fund departments and Enterprise Funds in the City. IMS is operated as an Internal Service Fund, which means that its source of revenue comes from charging fees to the City departments and funds based on the services provided. The proposed 2015-16 budget reflects a year of great change for the IMS department, including organizational restructuring, reclassification of positions, and re-evaluating budgets for equipment and IT infrastructure maintenance. Part of the organizational restructuring is the creation of a Division of Innovation and Transformation (DoIT). IMS will continue to operate with 70 positions (FTEs) and a total proposed budget of $12,123,361, an increase of $1.5 million to the 2014-15 budget. POLICY QUESTIONS

1. In the past, IMS has not had all the necessary resources for all department requests they receive. As

significant as the resource limitations, its challenge has also been that it does not have the authority to

mediate competing needs or to decide citywide direction on IT matters. As such, they have tried to be all

things to all Departments, and it can spread the resources among so many projects that success is

undermined. The organizational restructuring in the proposed budget aims to overcome those

challenges. Does the proposed budget adequately address each component of budget, resources, and

authority?

2. One proposed change to the organizational structure is to identify IT employees who will serve a more

dedicated role working with each City department for end user device and software support (any

http://slcdocs.com/council/agendas/2015agendas/MayorsRecommendedFY2015_2016.pdf

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technical needs that come up in offices), and to serve as a liaison between individual offices and the IMS

administration.

o Is it possible that this access to IMS employees will generate additional work ideas or requests

for IT solutions?

o If so, how will that new – and potentially large – workload be coordinated, prioritized, and

funded? How will they fit in with previous requests that are back-logged?

o How will those requests be handled differently than in the past, when requests have outpaced

available IMS resources and budget?

3. The Police and Fire Department budgets include the addition of IT service positions for a total of

$140,005. Fire: Technology Services Manager: $76,000 and Police: Civilian IT Coordinator: $64,005.

o If the new IMS organizational structure provides departments with greater access to software

and end user support, are these two other positions necessary in the Police Department and Fire

Department budgets?

o If it is necessary for Police and Fire to have additional IT support, should the positions be added

to IMS with the purpose of providing a higher level of service to those departments, but report

to the IMS director, in keeping with the proposed centralized model?

4. Will the creation of the new Innovation & Transformation Team Manager affect previous IMS practices

with the IT Strategic Master Plan and other citywide IT visioning efforts?

5. The Administration has indicated that over the coming months, more work will be done to evaluate

technology needs and upgrades for the City. The Council may wish to share any hopes or requests for

consideration during that process. (Refer to the Additional Information section below for a list of

possible unfunded IT needs.)

6. Funding proposed in Budget Amendment #4 – The Council may wish to pull out the IMS Department-

related funding requests (listed below) from Budget Amendment #4 to weigh them against the other

needs in the overall FY 2016 budget. If the Council determines that the items should be funded as a part

of the annual budget, they could be funded from general fund balance (the same source proposed in the

budget amendment).

o Laptops for new recruits: $28,500 (also considered with the Police Department)

o Overall Laptop replacement: $380,000 (also considered with the Police Department)

o IMS Servers and Infrastructure: $118,100

7. Are there any specific measurements of success for the new IMS organization that the Council would like

the Administration to track for future budget discussions?

8. CRM update - The Council previously budgeted funds for the City to explore options for a Constituent

Resource Management (CRM) system. The system would serve the City as a central collection point to

track constituent contact, constituent requests & issue resolution, provide an electronic means for

submission, and expand the City’s ability to engage residents based on interests, follow up with topics,

and generate statistical information on the amount of City time to resolve issues.

Some of the funding was used toward a needs assessment and the travel of some City staff to a related

conference. The City has launched a CitySourced application for receiving complaints electronically

from the public. This achieves some but not all of the functionality that was desired with a CRM system,

such as tracking requests and generating work orders. The CitySourced app could also begin to shift

citywide staff habits for handling of complaints into a centralized system.

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The need for reorganization of IMS and the sheer volume of pending projects has precluded the program

from moving forward, but it is still considered an important project by the Council, staff, and IMS. The

City would still significantly benefit from a full CRM system that would allow data-based decision

making, enhance transparency, reduce staff duplication in processing complaints and add to

accountability. Would the Council prefer to carryover the funds and keep them available for the CRM

system or when the City is poised to implement? If the Council is interested in carrying-over the funds

and keeping them for a CRM system, staff would add that to Budget Amendment No. 1 of fiscal year

2015-16. If the funds are not carried-over they will lapse to fund balance and is likely that the

Administration will assume that the Council no longer holds this project as a priority.

ADDITIONAL & BACKGROUND INFORMATION

Other Proposed budget changes

1. IMS continues to support the Library and Housing Authority of Salt Lake City. Both entities are

billed for services rendered, and the revenue covers the cost of providing services.

2. Organizational Changes

a. Two parts:

i. Traditional IT Services – includes communications and messaging, network

services, software development, software support, and end user support

Citywide- or Enterprise-wide central services are software engineering and

network services

Customer-focused services will be provided onsite by location or office –

end user support and software support.

ii. Innovation & New Technology (new Division)

Address challenges facing the City

Total budget $181,100, includes $50,000 toward third party services and or

hardware and software purchases, and one staff position.

Form project teams using IMS staff, other City staff and stakeholders, and

outside consultants as necessary.

b. Most City departments and offices have the most interaction with former “business

analysts” and “project managers.” These positions have been shifted to end user support

and software support.

i. Offices will be asked to make space for IMS staff assigned for end user and software

support.

ii. The hope is that IMS will become more integrated in office functions and

understand IT needs.

3. Other expense changes:

a. IMS is switching to Office 365 for the City’s office program needs (Word, Excel, PowerPoint,

etc.). This requires an annual subscription for the service for each employee, but allows

greater flexibility when multiple devices are used. There is also an option for cloud storage

of documents, but IMS will continue to utilize server storage.

b. Software support for Accela is increasing by $289,024 for more modules to be supported.

c. As a new accounting rule, internal service funds, such as IMS, are now required to account

for employee retirement liabilities (amounts payable to employees upon retirement from

the City).

d. IMS is budgeting for the next phase of their asset management and work order system,

which includes development of a resource library.

4. Unfunded needs

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a. The Administration has indicated that more work will be done in the coming months to

address the funding needs for known IT services or systems citywide and/or department

specific.

b. A draft list of projects or needs include:

i. Server / infrastructure upgrades

ii. Software purchases

iii. Hardware purchases

iv. PC rental program funding

v. Department technical services

vi. GRAMA related services

Records retention

Archive searches

vii. Constituent Resource Management (CRM)

viii. Agenda management system - roll out to all City Boards & Commissions

ix. Sharepoint upgrades and development of intranet sites

x. SLC-TV equipment upgrades

The proposed budget includes some funding for new workstations and

software to support the ever-increasing demand for filming and support

Additional upgrades may still be needed

ATTACHMENTS:

Attachment 1 – Summary Comparison Budget Charts

Attachment 2 – Division of Innovation & Transformation job description information

Attachment 3 – IMS Budget Powerpoint presentation for May 19th briefing

Attachment 4 – Powerpoint presentation regarding organizational changes

Attachment 5 – IT Strategic Master Plan

Attachment 6 – Project listing

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ATTACHMENT 1

SUMMARY COMPARISON BUDGET CHARTS

By Program / Service area:

Proposed Proposed

2014-15 2015-16

Revenue & other sources

General Fund / Non-Dept $7,849,989 $8,587,421 737,432 9.39%Other Funds (Enterprise) $1,862,612 $2,193,215 330,603 17.75%PC Rental Program Fund $598,329 $563,421 (34,908) -5.83%Other Agencies, Misc. 644,520 779,304 134,784 20.91%Fund Balance 109,700 0 (109,700) -100.00%

Total Revenue $11,065,150 $12,123,361 1,058,211 9.56%

Expenses & other uses

Network/infrastructure $4,385,526 $3,302,087 (1,083,439) -24.70%Innovation & Transformation $0 $181,100 181,100 Software engineering / GIS 2,907,122 1,792,923 (1,114,199) -38.33%Business Services 1,006,309 983,375 (22,934) -2.28% Formerly called Consulting Team Web services 457,758 0 (457,758) -100.00% Transferred to Multi-media Services SLCTV – video processing 395,772 0 (395,772) -100.00% Transferred to Multi-media ServicesMultimedia Services 0 1,246,218 1,246,218 Transferred from Web Services, SLCTV Administration 1,093,406 1,131,281 37,875 3.46% Computer lease program 598,329 0 (598,329) -100.00% Transferred to End User SupportSoftware Support 220,928 1,891,202 1,670,274 756.03% Formerly just AccelaEnd User Device Support 0 1,595,175 1,595,175 Now includes Computer lease, too

Total Expenses $11,065,150 $12,123,361 1,058,211 9.56%

NotesDifference

Percent

Change

DEPARTMENT OF INFORMATION MANAGEMENT SERVICES

PROPOSED BUDGET

By Overall Expense Type:

Adopted Proposed

2014-15 2015-16

Expenses & other uses

Personal Services $7,728,234 $7,937,263 209,029 2.70%Operations & Supplies 84,637 157,465 72,828 86.05%Charges for Services 2,364,224 3,322,200 957,976 40.52%Other - OneSolution Transfer 19,024 0 (19,024) -100.00%Capital 598,329 558,000 (40,329) -6.74%Fund Balance To/(From) 270,702 148,433 (122,269) -45.17%

Total Expenses $11,065,150 $12,123,361 1,058,211 9.56%

DEPARTMENT OF INFORMATION MANAGEMENT SERVICES

PROPOSED BUDGET

Difference

Percent

Change

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ATTACHMENT 2

DIVISION OF INNOVATION & TRANSFORMATION – JOB DESCRIPTION INFO

Information from the Administration: The final job description is still being developed. The position will be posted externally with the hopes of nationwide applicants. Job duties will include:

Work with City Administration and Council to identify target areas or projects that will benefit from a new and innovative approach.

Work with DoIT Team to identify the level of technology best suited to solving the identified challenge.

Work with DoIT Team to identify the appropriate technology solutions to solve the identified challenge.

Coordinate efforts between departmental stakeholders, internal IT resources, and third party providers.

Minimum qualifications will include:

Demonstrable skill in identifying, analyzing, and implementing effective and efficient ways to resolve complex business challenges

Demonstrable skill in managing large, diverse, and dynamic teams

Demonstrable skill in managing third party provider as well as internal technical resources

Certification in traditional as well as agile project management methodologies

Exceptional written and verbal communications skills

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Salt Lake City Information Management Services

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IMS Mission and Vision

IMS Vision Provide Salt Lake City employees with great information technology service that results in improved service to the residents of the City.

IMS Mission Serve Salt Lake City by providing reliable, secure, cost effective technology and related services. We proactively develop, research, and recommend the best technology to facilitate positive interaction with our City departments, residents, businesses, and visitors.

Restructuring of IMS

Goals of Restructuring Eliminate Redundancies

Project Management and Business Analysts functions assigned to Software Support Team

Customer Centric IMS staff spend a part of their workweek in the departments

Innovative and Transformative Opportunities Work with Administration, Council, and Departments on civic and business challenges Team based approach Highly agile, creative solutions

Bimodal IT

Mode 1 Organized and Staffed for Traditional IT Services Focused on Governance, Predictability, Reliability

Risk Averse High Reliability – Low Tolerance for Failure Most Commonly Associated with Enterprise Systems Information Technology Infrastructure Library (ITIL) Service Level Agreements for Networks and Systems

Bimodal IT

Mode 2 Organized and Staffed for Agility and Flexibility Focused on Innovation and New Technologies

Certain Amount of Risk is Acceptable and Expected Agile Implementation of Technologies

Embracing the Cloud Act Like a Startup

IMS Organization Chart

kiS2. Bill Haight

I J Division of Administration

Business Services Innovation and Accounts Payable

Program and TransformSJ,tion Accounts Receivable

Portfolio fDo IT/ Inventory Control

Management Procurement

I l I l Software Support NetwOrk Seryjces Communications End User Software

Network Devices SLCTV Device Support E.agia~~dag SLCGOV Servers/Cloud

SharePoint Security

Centralized Services

Administration Accounts Payable

Accounts Receivable Inventory Control

Procurement

Software Engineering

Business Services

Network Services Network Devices

Servers/Cloud Security

Customer Centric Services

City County

Public Safety

Plaza 349/

Courts

Help Desk

Public Ublities

FleeV Streev

Golf

Library/ HASLC

End User Device Suppon

C/0 Bill Haight

Busjness Servjces

1FTE

SofTware Suopon

Innovation and Transformation

IMS Division of Innovation and Transformation Focused on Innovative Solutions to City Issues Directed by the Administration and Council Goals Forming Project Teams Consisting of: Departmental Stakeholders Third Party Providers IMS Team Resources

Highly Agile Highly Responsive

Innovation and Transformation

IMS By the Numbers

Computers 1943 desktop computers 1156 notebook computers 319 tablet computers 1400 mobile devices – combination of City and employee owned

Printers

450 networked printers 100 dedicated printers

Phones 1800 phones

Network Components 380 servers running on 290 physical devices– 35% virtualized 190 switches 110 wireless Access Points 25 firewalls

IMS By the Numbers

Using 7% less power today than in 2008 73 Projects completed to date Help Desk Requests

16251 tickets 62% are resolved in under 2 hours

Email System In April

1.07M email messages received each day 1.05M identified as spam 98% of spam blocked by our systems

Intrusion Attempts Port scans of our systems are constant ranging from 20K to more than 100K every day Multiple DDoS probes/attacks

IMS By the Numbers

In House Developed Software Applications Over 100 desktop and server based apps Over 80 web based .Net apps and pages

3rd Party Vendor Applications 81 vendor provided applications including

Accela – Land Use – Asset Management – Licensing OneSolution – Finance – HR - Payroll Versa-Term – Public Safety Dispatch – Police Records FDM – Fire Records

Websites and Domains Over 120 registered domains Websites deployed on

Native HTML Native HTML5 Drupal WordPress Joombla DotNetNuke

IMS By the Numbers

Recipient of

Center for Digital Government Digital Cities Award for our use of technology

every year since 2000

Recipient of 9

Center for Digital Government Best of the Web and

Digital Government Achievement Awards

IMS By the Numbers

Staffing Currently – 70FTE Industry average – 3.6% or 81 FTE SLC Spend per FTE – $4581 Industry Spend per FTE – $5817

Budget Currently – $11.0M Proposed – $12.4M Increase over FY15 - 9.4%

Source: Gartner 2015 IT Metrics Study

*

*

*

IMS Priorities for FY16

Infrastructure Replacement of email systems Currently 6 years old

Replacement of office productivity – Office365 Subscription service

Cloud based

Replacement of key infrastructure Average server is 4 years old – Some are much older

Average desktop computer is 3 years old Goal is no more than 4 years

Salt Lake City yInformation Management Services

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IMS Mission and VisionIMS Mission and Vision

IMS VisionProvide Salt Lake City employees with great information technology service that results in improved service to the technology service that results in improved service to the residents of the City.

S i iIMS MissionServe Salt Lake City by providing reliable, secure, cost effective technology and related services We proactively effective technology and related services. We proactively develop, research, and recommend the best technology to facilitate positive interaction with our City departments,

d b dresidents, businesses, and visitors.

Restructuring of IMSRestructuring of IMS

Goals of Restructuring Eliminate Redundancies

Project Management and Business Analysts functions assigned to Software Support Team

Customer CentricIMS staff spend a part of their workweek in the departments

Innovative and Transformative OpportunitiesWork with Administration Council and Departments on civic Work with Administration, Council, and Departments on civic and business challengesTeam based approachHighly agile, creative solutionsg y g ,

Bimodal ITBimodal IT

Mode 1Organized and Staffed for Traditional IT ServicesFocused on Governance, Predictability, Reliability

Risk AverseHigh Reliability Low Tolerance for FailureHigh Reliability – Low Tolerance for FailureMost Commonly Associated with Enterprise SystemsInformation Technology Infrastructure Library (ITIL)S i l f k d SService Level Agreements for Networks and Systems

Bimodal ITBimodal IT

Mode 2Organized and Staffed for Agility and FlexibilityFocused on Innovation and New Technologies

Certain Amount of Risk is Acceptable and ExpectedAgile Implementation of TechnologiesAgile Implementation of Technologies

Embracing the CloudAct Like a Startup

IMS Organization ChartIMS Organization Chart

Centralized ServicesCentralized Services

Customer Centric ServicesCustomer Centric Services

Innovation andInnovation andTransformation

IMS Division of Innovation and Transformation Focused on Innovative Solutions to City IssuesDirected by the Administration and Council Goals Forming Project Teams Consisting of:

Departmental StakeholderspThird Party ProvidersIMS Team Resources

Highly Agileg y gHighly Responsive

Innovation andInnovation andTransformation

IMS By the NumbersIMS By the Numbers

CComputers1943 desktop computers1156 notebook computers

t bl t t319 tablet computers1400 mobile devices – combination of City and employee owned

Printers t k d i t450 networked printers

100 dedicated printersPhones

8 h1800 phonesNetwork Components

380 servers running on 290 physical devices– 35% virtualized it h190 switches

110 wireless Access Points25 firewalls


Using 7% less power today than in 200873 Projects completed to dateHelp Desk RequestsHelp Desk Requests

16251 tickets62% are resolved in under 2 hours

Email SystemEmail SystemIn April

1.07M email messages received each day1.05M identified as spam5 p98% of spam blocked by our systems

Intrusion AttemptsPort scans of our systems are constant ranging from 20K to more y g gthan 100K every dayMultiple DDoS probes/attacks


I H D l d S f A li iIn House Developed Software ApplicationsOver 100 desktop and server based appsOver 80 web based .Net apps and pages

d P V d A li i3rd Party Vendor Applications81 vendor provided applications including

Accela – Land Use – Asset Management – Licensing O S l ti Fi HR P llOneSolution – Finance – HR - PayrollVersa-Term – Public Safety Dispatch – Police RecordsFDM – Fire Records

Websites and DomainsWebsites and DomainsOver 120 registered domainsWebsites deployed on

Native HTML Native HTML5Native HTML Native HTML5Drupal WordPressJoombla DotNetNuke


i i fRecipient ofCenter for Digital Government

Di it l Citi A dDigital Cities Awardfor our use of technology

every year since 2000every year since 2000

Recipient of 9C t f Di it l G tCenter for Digital Government

Best of the Web andDi it l G t A hi t A dDigital Government Achievement Awards


StaffingCurrently – 70FTE I d t 6% 8 FTE*Industry average – 3.6% or 81 FTESLC Spend per FTE – $4581Industry Spend per FTE – $5817*Industry Spend per FTE $5817

Budget Currently – $11.0MCurrently $11.0MProposed – $12.4MIncrease over FY15 - 9.4%

Source: Gartner 2015 IT Metrics Study*

IMS Priorities for FY16IMS Priorities for FY16

InfrastructureReplacement of email systems

C l 6 ldCurrently 6 years oldReplacement of office productivity – Office365

Subscription serviceSubscription serviceCloud based

Replacement of key infrastructureA i ld S h ldAverage server is 4 years old – Some are much olderAverage desktop computer is 3 years oldGoal is no more than 4 years4 y

Information Technology

Strategic Master Plan

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Index Overview Page 2 IMS Mission and Vision Statement Page 3 Strategic Goals Page 4 Strategic Roadmap Page 5 Completed Projects and Goals for 2014 Page 9 Citywide Objectives Page 11 Current Projects Page 12 Governance, Standards, and Operational Protocols Page 15 Mobile Development Page 26 Departmental Projects Page 32 Steering Committee Policy and Procedures Appendix A Service Catalog Appendix B

Salt Lake City Corporation Information Technology

Strategic Master Plan Effective January 2015

Revised: January 2015 Page 2

Overview: Salt Lake City Corporation’s mission is “To make Salt Lake City the best place to live, work, play, visit, and do business." Technology supports this mission by enabling City departments to effectively and efficiently provide services to the public. This master plan was recommended by the City’s IT Steering Committee, as required by City Policy 4.01.04. See Appendix A. It was approved and signed by the Mayor in January 2013. Well planned technology and digital infrastructure projects enhance economic development. Neighborhoods, groups, and individuals are better served through well designed, user friendly websites providing “around the clock” access to government information and services. Public safety is improved by getting needed information to police officers and firefighters in the field. Lives and property are saved/protected when these public servants are able to get the information needed in a convenient, efficient manner. Geographic Information Systems makes it easy for City staff to locate features of the City’s infrastructure and helps residents and visitors find the City’s attractions as well as where to go for services. This Information Technology Strategic Master Plan creates the framework that will help ensure individual departments, and the City as a whole, address the following information technology planning objectives:

Ensure hardware and software compatibility with other City systems;

Reduce duplicate systems;

Ensure the security of the City’s networks; and

Promote efficiency and effectiveness in management of our systems and data.

This is a working document and will be updated as requirements change and technology evolves. As the budget process is completed and priorities are set by the Administration and Council, this document will be amended to reflect the final priorities.




IMS Vision Statement: Provide Salt Lake City employees with great information technology service that results in improved service to the residents of the City.

IMS Mission Statement:

The mission of IMS is to serve Salt Lake City by providing reliable, secure, cost effective technology and related services. We proactively develop, research, and recommend the best technology to facilitate positive interaction with our City departments, residents, businesses, and visitors. We are a united team that provides the following best in class services which include:

Network Operations

o Infrastructure design, management, and support

o End user device maintenance, management and support of PCs,

notebooks, and mobile devices.

o Access to a full service Help Desk support team between the hours of

7am and 6pm Monday through Friday. On call support after hours.

Software Services

o Software design, development, and maintenance

o Third party software installation, support, and maintenance

o Document Management

o Geographic Information Systems

o Technical Consulting Services

o Business Analysis

o IT project Management

Web Services

o Web site design, development, and maintenance

o Content Management Systems deployment using SharePoint, Drupal,

WordPress, and Joombla

SLCTV

o Live Broadcast of select meetings

o Full studio production work




Strategic Goals

IMS Technology Strategy To enable City departments to efficiently fulfill their mission through the appropriate use of technology, IMS will provide the infrastructure, products, and services that will facilitate delivery of services, open communication and community engagement, and transparency of City operations.

State of Information Technology in 2014

Project Management 2+ yrs backlog

Help Desk Ticket Resolution 60% resolved in less than 24 hrs

Equipment Replacement 25% or less replaced within 90 days of expiration

Systems/Infrastructure Less than 10% of servers/storage in the cloud Internet capacity averaging 30% capacity

IT Spend per Employee 53% of Industry Average

Data Center Power Usage Less than 1% increase since 2008

Strategy and Actions

State of Information Technology in 2017

Project Management12 month backlog

Help Desk Ticket Resolution 50% resolved by through self service portal. 75% of remaining resolved in less than 24 hrs

Equipment Replacement 90% replaced within 90 days of expiration

Server/Infrastructure60% of servers/storage in the cloud Internet capacity averaging 30% capacity

IT Spend per Employee85% of Industry Average

Data Center Power Usage20% decrease over 2008

While not suitable for every project, Agile Project Management methodologies hold the promise of more frequent deliverables, higher quality end results, and an increase in productivity. The use of Agile methodologies will help reduce and maintain the estimated backlog time to 6 to 12 months. Funding for training and tools may be required.

Implement an employee self service portal that will allow employees to solve common PC related problems without calling the IMS Help Desk utilizing a searchable, indexed knowledge base. This will result is a comparable level of service but allowing IMS to recognize cost savings of $10,000 annually.

Standardization of the desktop configuration and implementation of technology that will simplify the process of deploying systems will pave the way for a streamlined hardware replacement cycle. The further rollout of Virtual Desktop technology will also greatly reduce the time needed to replace PCs and notebooks. Funding and training will be needed to continue VDI deployment but will result in a more efficient process.

As servers reach end of life, move to cloud based computing wherever possible. Work with available service providers to increase the City’s communications bandwidth to ensure the available capacity is adequate for the City’s needs.

Work with the Administration to ensure appropriate levels of funding are available based on industry averages provided by industry analysts such as Gartner.

Through the replacement of less efficient systems and migration of servers to the cloud, reduce the power consumption in the data centers by 20%




Strategic Roadmap

1. General.

The guiding principles and strategies used by IMS are in direct support of the goals and

mission of the City’s departments and ensure the City’s technology infrastructure is

positioned to properly support their needs.

Be they things such as Digital Inclusion, Transparency, Civic Engagement, Transportation,

or any other product or service needed to better serve the City, IMS must ensure that the

tools and technology are in place and ready to support the endeavor. IMS’s role is that of

a technology provider, advisor and integrator. IMS’s primary responsibility is to ensure

the technology is in place to support the products or services are needed by the

department and to integrate those technologies to the fullest extent possible.

2. Mayors Livability Agenda.

Mayor Becker’s Livability Agenda plays a key role in the products and services provided by

IMS. This plan will address multiple technologies, services, policies, and procedures. Each

will be directly tied to one or more of the Mayor’s agenda. The Livability Agenda items

are:

a. A Resilient Economy

b. Salt Lake City In Motion

c. A Wise Energy Future and Quality Environment

d. Innovation and Celebration of Salt Lake City Education e. A Commitment to Equality and Opportunity f. Enhancing the Artistic and Cultural Life

Generally speaking, IMS’s role is to ensure City computing resources are in such a state that any project undertaken by the Administration or City Council can be supported in an expedient, secure manner and to have the technology and knowledge at the ready when a request comes our way.

3. Governance.

IMS receives its direction from our business partners in the departments. There are 5

ways a project or initiative comes to IMS.

o Directives from the Mayor’s Office.

o Legislative Intents from the City Council

o System Steering Committee

o Departmental Directives and Initiatives.

o Internal Infrastructure Needs.

IMS follows standard practices and procedures set forward by the Information Technology Infrastructure Library (ITIL). ITIL is a set of internationally recognized best practices for service management. Multiple staff members hold ITIL certifications. These standards are incorporated in and enforced by IMS’s work order tracking system.




IMS also follows best practices in project management as defined in the Project Management Book of Knowledge (PMBOK) from the Project Management Institute (PMI). IMS uses both traditional waterfall project management as well as Agile Project Management techniques. Multiple staff members hold certifications in Project Management from The Project Management Institute (PMI).

4. Current Status.

Due to the 2008 economic downturn, replacement life cycles of all City computing

resources were extended and numerous upgrades/enhancements have been delayed.

Hardware replacement schedules for desktops and notebooks were extended by 1 year

while servers and switches were extended 2 years and more. As a result, the City’s digital

infrastructure is aging and is in need of attention.

IMS has responsibility for the maintenance and support costs for many of the software

applications used in the City and numerous applications have been added to the portfolio

managed by IMS. Traditionally, the cost for the hardware and software necessary for

these newly added systems is borne by the requesting department for the first year. It is

then up to IMS to fund the cost of replacement hardware and in many cases, the ongoing

cost of maintenance and support. This too has impacted the departments overall funding

situation.

The City generally purchases maintenance and support agreements for software. The

software assets of the City are current or near current in terms of the version being run in

the City. A notable exception is the desktop productivity suite including the City’s email

systems. Currently, the City is running Office 2007 which is 2 versions back from the

current Office365. Office 2007 is no longer supported by Microsoft.

The email servers are more than 5 years old and certain components are no longer

supported by the manufacturer.

More than 80% of IMS’s expenses are fixed costs from either personnel costs or charges

for services such as telecomm circuits or hardware/software maintenance and support

from third party providers.

In 2012, the City assumed responsibility for IT Services for the City Library System and, in

2014, for the Housing Authority of Salt Lake.

5. Technology Goals.

a. Network and Infrastructure.

IMS will need to expend considerable effort in terms of enabling the

infrastructure to efficiently and securely migrate to the cloud for servers,

storage, and applications.

Multiple applications and servers are already hosted externally to the

City.




Over the next 3 years, IMS will move hardware and software to the cloud

as is appropriate. This will provide redundancy, higher availability in the

event of a disaster, and greater access for mobile devices. Certain

systems will of necessity remain in City data centers.

b. Software.

The City operates as a best of breed organization. Department are

encouraged to find the best solution for the specific business problem to

be solved.

IMS’s strategy in relation to business application software is to purchase

applications that are commercially available, referred to as Commercial

off the Shelf (CotS) applications and develop custom software only in

cases where no third party software that meets the business need can be

found.

Many software vendors now offer their products on a subscription basis.

Software as a Service, (SaaS), will become more commonplace as we

update and replace City IT applications.

Over the next 3 years, IMS will ensure that the network architecture will

support hosted applications in an efficient and secure manner. The

decision to implement SaaS applications will be driven by the department

responsible for the system.

c. Communications Media.

Internet and Intranet Services

o Over the next 3 years, IMS will work to migrate web servers and

service to the cloud where appropriate.

o Using Content Management Systems (CMS), IMS will work to

update the look and feel of the website and provide the

technology and support to manage and maintain the sites.

Social Media.

o City policy places the responsibility for capturing and archiving

interactions on social media that might be considered

governmental records on the person posting those interactions.

o Over the next 3 years, IMS’s will work with the City Recorder’s

Office for tools and technology to automate this process. .

SLCTV.

o Over the next 3 years IMS will be updating and replacing

equipment to ensure a reliable broadcast platform and a

transition to High Definition.

Open Data and Civic Engagement.

o IMS’s strategy around Open Data and Civic Engagement is to

ensure the City’s computing environment can easily and properly

support any of these technologies in any of their forms.




o IMS’s role is that of an enabler, looking to provide the technology

and services needed to support these tools in an efficient and

secure manner.

d. Project Management

The support of Project Management as a discipline allows the IMS department to plan out a successful project, ensures that projects are delivered on time, and have the results that were expected by the Business Partner.

Portfolio Management.

o Identifying which projects and programs should be undertaken,

and controlling of this list of priorities to ensure that it still fits

the City and its department’s strategic needs.

o At the beginning of the year plan out the project priority of the

projects and programs that IMS will undertake resulting in the

IMS Master Plan and Budget for both Fixed Costs and Variable

Costs.

o On a quarterly basis review the current portfolio of projects and

make any adjustments as necessary to the priority of the projects

and programs.

o Starting dates of projects and programs will be determined by

the availability of the resources necessary to complete the

project.

Program Management.

o Determine the City’s, and IMSs’ strategic vision through

prioritizing programs.

o The grouping together of projects aligned under one system for

easier management of resources and the coordination of releases

to the City.

o The System Steering Committee will as part of the portfolio

review, re‐evaluate the prioritization of the projects within a

program as well as the program itself.

Project Management. The Systems Steering Committee will determine

which projects will be undertaken by IMS.

o Review Business Cases or Project Proposals and determine which

projects should be funded or further researched for the inclusion

in the Portfolio.

o Determine which projects should be deferred for a higher priority

project.

o Determine which projects should no longer be funded due to the

project not fitting the vision of the City or one of its departments.




Completed Projects and Goals for 2014: For informational purposes, 73 projects of varying complexity were completed by IMS in 2014. The following provides general information regarding some of the more significant efforts. a) Credit Card Surcharge Objective: Efficiency and Effectiveness

A surcharge on all credit card transactions was mandated by the City Council. This process

was completed for all system where implementation was possible.

b) Police Crime Stats Website: Objective: Open Government/Transparency

A system was completed that displays all key police crime statistics for the previous 5

years.

c) Public Utilities Website Objective: Efficiency and Effectiveness

The Public Utilities website used by constituents to access and manage their accounts

with the Public Utilities department was completely rewritten to include new

functionality and stronger security of customer information.

d) Automated Citation Tracking (Phase 1). Objective: Efficiency and Effectiveness

The first phase of the ACT system was delivered and is currently in production. The ACT

system tracks civil citations through the process and Additional phases are underway.

e) Accela Civic Data Objective: Open Government/Transparency

The Accela Civic Data tool is a platform for posting transactional data sets from City

databases. This is one of 2 platforms supported by the City. The other platform is hosted

at the State of Utah as part of their open government/ transparency initiative. Both are

updated automatically and contain identical data sets. There are currently 20 data sets

published.

f) Accela Walk‐In Kiosk Objective: Efficiency and Effectiveness

The Accela Walk‐in Kiosk enables constituents the ability to check‐in in the Building

Services department for a variety of functions streamlining the process by allowing the

constituent to enter information about what they need from the City and managing the

wait queue.

g) Accela Upgrades Objective: Efficiency and Effectiveness

Hardware and software upgrades were performed on the Accela systems. This included

new server hardware and numerous software updates and patches.

h) CIP Planner/OneSolution Integration Objective: Efficiency and Effectiveness




Working with Airport IT staff and the vendor implementation team, the CIP Planner

application has been integrated with the OneSolution system to provide the ability to pay

invoices and track the financial status of the Airport’s Terminal Replacement Program.

i) Tree Inventory Objective: Efficiency and Effectiveness

The Tree Inventory application was reworked to accommodate newly acquired highly

accurate GIS information on the City’s urban forest. The first phase of the project was to

update the application to accommodate the new data and to perform data integrity work

to ensure the information is clean and accurate. This is the first phase of a multiphase

project.

j) Library Systems Upgrades Objective: Efficiency and Effectiveness

Numerous Library projects were completed included the material handling system,

circulation management system, collection management systems, facilities maintenance

systems, and financial/payroll systems. Systems for managing the public PCs were

upgraded as was the internal network infrastructure.

Additionally, IMS developed an interface that enables all SLC Schools student access to

the City Library resources by importing information from the school district into the

Library circulation system.

k) Citywide Cognos Implementation Objective: Efficiency and Effectiveness

Cognos is a Business Intelligence system used for reporting and analytical work. The

system has now been deployed for use in multiple areas and incorporating multiple

systems.

l) VDI Implementation at PSB Objective: Efficiency and Effectiveness

The City’s Virtual Desktop Infrastructure (VDI) has been implemented in the new Public

Safety Building. This project includes the hardware and software needed to support the

desktop thin clients as well as mobile devices for remote access to the City’s computing

environment. Additional desktop clients are being configured and deployed throughout

the building as PCs come up for replacement. Currently there are more than 150 stations

converted to VDI.

m) ESO Mobile Upgrade Objective: Efficiency and Effectiveness

The ESO system is used by medical first responders to record patient information. The

system was updated to allow more efficient use of mobile devices by EMT and other

medical first responders.

n) Mapping of State Chart of Accounts Objective: Efficiency and Effectiveness

A project to map the City’s accounting chart of accounts to that used by the State was

undertaken and completed.




o) Upgrade of OneSolution Hardware Objective: Efficiency and Effectiveness

Upgrades were implemented to keep the OneSolution system current as well as to

implement new server hardware.

p) WebEOC Upgrade Objective: Efficiency and Effectiveness

Upgrades were performed to the WebEOC application used by Emergency Management

staff. This software is a shared implementation with Salt Lake County and the State.

q) Public Safety Microwave Loop Objective: Efficiency and Effectiveness

Using Motorola Canopy equipment a redundant microwave communications loop has

been implemented between the City’s Public Safety Building and Valley Emergency

Communications Center (VECC) and the County Emergency Operation Center ensuring

access to communication and computing resources should ground communications be

compromised.

r) Public Utilities SCADA Security Objective: Efficiency and Effectiveness

At the request of the Public Utilities department, a security audit was performed on the

SCADA System used in the water reclamation plant. No significant issues were identified

and all recommendations have been implemented.

Citywide Objectives: The City’s Business plan states four citywide objectives: Customer Service, Financial Health, Efficiency and Effectiveness, and Workforce Quality. The initiatives listed in this section are in support on one or more of those objectives. These objectives are not listed here in order of priority.

a) Upgrade of Office Productivity Objective: Efficiency and Effectiveness.

The City has been using the Microsoft Office suite for many years. Currently we are using Microsoft Office 2007 as the standard version. Since its release two new versions have been released, Office 2010 and Office 2013. Office2007 is no longer supported by Microsoft. The City has 3 options at this point. The first is to do nothing and continue to run the outdated and unsupported software. The second is to purchase Office2013 and install local copies as in the past. The third option is move to Office365 in the cloud. Each option has its pros and cons.

b) Upgrade of email Systems. Objective: Efficiency and Effectiveness The City’s current Email system is Microsoft Exchange 2007. The hardware and software were implemented in 2008, and we have just entered the year 2015. As a rule, it is recommended to replace server hardware every 3 to 4 years. Our current hardware is nearing 7 years old. Although Microsoft will continue to support Exchange 2007 for a few more years, it is now considered a “legacy” piece of software and is now 2 versions behind the current version of Exchange (Exchange 2013).




The server hardware that currently runs Exchange can no longer be upgraded or expanded. It has reached the extent of its usefulness and we are quickly running out of available resources. If we do not replace our current server hardware in the next 12 months, we will be faced with the very real probability that our mail system will run out of disk space and stop functioning all together.

c) Mobile Device Management Objective: Efficiency and Effectiveness Objective: Data Security

At present, we have only basic capabilities when it comes to device security. We can provide access to our network from just about any device, but we can do little to tell if that device has been compromised by malware or if it is being used to access confidential information. We are a City at risk when it comes to mobile device management and it is important that we recognize the importance of funding to this end.

d) Hosting of SLCGOV Objective: Efficiency and Effectiveness Keeping the SLCGOV website current both in terms of content and in terms of look and feel has been a challenge. Departmental webmasters have done a reasonable job in creating the content and keeping it relevant but often call on IMS with formatting questions all the way down to helping them with forgotten password. IMS has addressed these challenges well but at a significant impact to other projects. Additionally, the way the site was designed and delivered makes it difficult for IMS to effect changes to the basic design of the site. PPBH also has challenges with this maintenance as the PHP programmer responsible for the site has left PPBH. The result has been that the Mayor’s Communications staff has some changes they would like to see incorporated into the site that will be difficult and expensive to implement.

e) Generic Credit Card Processing Objective: Efficiency and Effectiveness

The Systems steering committee has recommended IMS develop a system that will enable departments to accept credit card payments via the web without the need for custom development. Essentially, they need to be able to post a link to the card processing page and based on parameters entered into the system with records to cost centers and object codes, accept credit card payments without the need to have IMS develop a custom page.

Current Projects: Below is an inventory and review of the current active projects. Each current project’s status and progress toward meeting the stated objectives will be review by the Systems Steering Committee.

a) Asset Tracking/Work Orders Objective: Efficiency and Effectiveness

Public Services Department is in desperate need of a Work Management system that will allow its division programs to provide a higher level of customer service and to become highly effective and efficient in its operations, saving cost of operations over time. A new work management system will allow most of PS divisions to perform work processes in one common work order/ work management system. This system will provide the needed functionality to move the department programs from antiquated data bases, paper work orders and tracking logs to digital/web‐based service requests,




work orders, asset tracking, costs, asset life cycle management, and project management. This newly selected system will be designed to interface with other key City systems such as, PUBS, and ONE Solution (IFAS) to provide needed seamless exchange of key information greatly improving department to department information exchange and coordination. Expected completion of the first phase of this project is July, 2015

b) 2 Factor Authentication to Public Safety Systems Objective: Data Security New rules at the State and Federal level require a higher level on authentication than the traditional user code and password for all public safety applications. A project to provide this is in process and is expected to be completed March, 2015.

c) Family Medical Leave Act (FMLA) Tracking Objective: Efficiency and Effectiveness This application will be utilized by HR consultants and PPAs who track FMLA. It will keep a record of the amount of FMLA leave time used. Input is done by the PPA or HR consultant. It will interface with OneSolution for current employee information and will not store any medical information. However, City administrators at every level in every department are the primary end users of this data. The reports that are generated from this application will be used by departmental supervisors Citywide as HR staff advises them about personnel decisions. This project is currently underway and is expected to be completed March, 2015.

d) Document Management/Records Management Sponsor: Steering Committee SharePoint is the City’s official platform for document management. Several departments including IMS and Public Utilities are working to migrate existing document repositories to SharePoint. The Recorder’s Office is currently working with a vendor in this area as well. No timeframe for completion has been established at this point.

e) Automated Citation Tracking (ACT) Sponsor: Finance The first phases of this project have been delivered including citation tracking and small claims. The current effort is on the collections side and is expected to be delivered July, 2015.

f) Fiber to the Premise Sponsor: IMS Departments have indicated the need for faster communications in their work areas. The cost of providing transmission speed of up to 1 GB through leased lines is prohibitive in most locations. However, through cooperative agreements with UDOT and UTA, it may be possible to bring City owned and operated fiber connection to certain locations, specifically Airport, Street/Fleet/Parks, and the new Public Safety Building thus reducing operating costs.

g) Replacement of CAMP system Sponsor: Steering Committee The current Contracts Management system, (CAMP) does not meet the needs of the City. The Steering Committee has requested the system be rehosted into the new SharePoint portal.

h) IVR System Replacement Sponsor: Steering Committee




The current IVR system is no longer supported by Microsoft and the hardware is well past it useful life. The Steering Committee requests that we rehost this system using a cloud based provider. Work on this is on progress.

i) Loan Management Sponsor: Steering Committee The Steering Committee has recommended that the City replace the Loan management systems currently in use in CED. Preliminary work on this has begun.

j) Training Tracking Sponsor: Steering Committee

The City’s Learning Management system is not adequate to the needs for the departments or HR. The Steering Committee has requested IMS replace this system. Work in procuring a system is underway.

k) New Policy Notification Sponsor: Steering Committee The Steering Committee sees a need to improve the process whereby employees are notified of policy and procedural changes from the administration. This would be done through email alerts. This project will also be serviced by the SharePoint implementation. SharePoint should serve a key role in the delivery of this service.




Governance, Standards, and Operational Protocol 1. Services provided by IMS

Salt Lake City's Information Management Services Division operates as an internal service

fund. It is responsible for the acquisition, maintenance, repair and disposal of the City’s

computer and telephone network equipment and services necessary to support all the

City Departments. Specifically IMS provides the following services:

Citywide coordination, guidance and vision for existing and new technologies.

Management of data and voice networks including the security of the City’s digital assets.

End User Support (Help Desk) coverage is available from 7:00AM to 6:00PM Monday through Friday except holidays recognized by the City. Call Out services for emergency incidents is available 7 days a week 24 hours a day and 365 days per year.

Acquisition, development and support of software including internet and intranet pages.

Training on IMS Core software is available through online resources. Those desiring instructor led training will be referred to one of our contracted training providers.

Communications Support including web, audio, and video production services.

2. Green IT

In support of the Mayor’s and Council’s commitment to sustainability, IMS is committed

to ensuring the technology, equipment, and vendors used in conducting City business is

environmentally friendly.

i) Servers. The City operates an internal private cloud environment using virtualized

hardware and storage. Dedicated servers are also in use where required. All servers

purchased and deployed by the City shall comply with the current EnergyStar

standards in effect at the time of purchase.

(1) Process for deploying servers. As the need for a new server is recognized, the

following questions need to be answered prior to deploying a new server.

(a) Can the application be loaded on a virtual server in our private cloud?

(b) Can the requirement be satisfied using an existing server? In other words, can

the application be consolidated into an existing server?

(c) If the answer to all of these questions is “no”, a new server can be deployed.

ii) Personal Computers and Notebooks

(1) All personal computers and notebooks purchased and deployed by the City shall

comply with the current EnergyStar standards in effect at the time of purchase

and must have an EPEAT rating of Gold or Silver.

iii) Thin Clients




(1) The City has standardized on the HP T610 as the Thin Client of choice when

providing access to Virtual Workstations. These devices have no hard drives and

rely on the network for all information. They allow people to access all of their

necessary data and applications in an environment that promotes low power

consumption and ease of administration.

3. Desktop and Network Hardware

i) IMS has standardized on desktop and server products from HP. We continually

monitor other hardware vendor’s offerings to ensure we provide the City with the

best value. Additionally, IMS has standardized on the use of Cisco products for

network infrastructure.

ii) Current Hardware Platform for Desktops and Notebook Computers

(1) Desktop Computers. The City currently supports Hewlett Packard (HP) Elitedesk

800 G1’s in their Small Form Factor (SFF) or Convertible Mini Tower (CMT)

configurations as its current standard desktop.

(2) Notebook Computers. Notebook computers are a highly personalized item. The

City currently supports HP 6470b series as its recommended standard notebook.

However, IMS supports notebook configurations from HP, as well as selected

models from Dell and IBM.

(3) Macs. Macs and the OSX operating system are not the City’s standard computing

platform. Mac computers in all their configurations are supported. However,

departments may be billed on a time and materials basis.

iii) Current Hardware Platform for File and Print Servers.

(1) File Servers. File servers are computers that store end user data files. Folders are

created on the server that allows specific user to map a computer drive. The City

currently supports Hewlett Packard (HP) Network Attached Storage (N.A.S.) and

HP Proliant servers as its standard platform. The supported operating systems for

these devices are Windows Server 2012 and Windows Server 2008R2.

(2) Print Servers. Print servers are devices that manage the printing to network

computers. The City currently supports dedicated HP servers running Windows

Print Services as its standard platform.

iv) Current Hardware Platform for Application Servers. Application servers are

computers that are accessed by a number of users and are dedicated to one or more

end user software tools.

(1) Microsoft Windows Servers

(a) The City currently supports HP Proliant DL380/360 G8 servers as its standard

platform. The supported operating systems are Windows Server 2012 and

Windows Server 2008R2.

(2) UNIX/LINUX Application Servers.

(a) The City currently supports HP PA‐RISC servers as its standard platform. The

supported operating system is HPUX 11i.




(b) The City has numerous servers running the Linux platform. Linux is supported

when specific applications require its use. The supported version is RedHat

Enterprise.

(3) Virtual Servers.

(a) The City has standardized on VMWare as the tool of choice for virtualization

of servers. High availability in the virtual environment is accomplished

through clustering of servers and vMotion. Some virtualization for web

servers is done using Microsoft Hyper‐V. Currently there are more than 80

servers in the virtual environment.

4. Mobile Devices

i) Smart Phones. Smart phones from all vendors are fully supported. Support includes

but is not limited to email, contacts, and VPN access to city resources where

available, and application support.

ii) iPad. iPads are fully supported by IMS. Support includes but is not limited to email,

contacts, VPN access to city resources, and application support.

iii) Android Tablets. Android tablets are fully supported. Support includes but is not

limited to email, contacts, calendars, and application support. VPN access requires

version 4.0 (Ice Cream Sandwich) Android tablets/devices with OS 4.0 or greater.

iv) BlackBerry Playbook. Playbooks are also fully supported. Support includes but is not

limited to email, contacts, VPN access to city resources, and application support.

5. CityNet.

i) Salt Lake City’s network consists of a “spoke and hub” topology with a fiber backbone

connecting core switches at The City/County Building, the new Public Safety Building,

and Plaza 349. Core switches are linked by 10 Gigabit connections that can be

trunked for additional bandwidth. Other locations are connected via Century Link

Metro Optical Ethernet (MOE), Century Link leased point to point T1 lines, Motorola

wireless technology (Canopy), and Century Link leased DSL lines.

(1) All PC’s, printers, and other network devices are connected to CityNet thru

workgroup switches that have connection speeds of 100 Megabit or 1 Gigabit,

depending on the device being connected and the needed bandwidth.

(2) The workgroup switches are connected to the backbone by 1 Gig fiber uplinks in

locations close to the core switch, 100 megabit or faster connections in large

remote locations, and by 1.5 megabit connections in other remote locations.

ii) Current Platform for Data Network Infrastructure. Switches and routers are highly

specialized computers that manage and control the flow of information across the

City’s data network.

iii) Managed Switches.

(a) The City currently supports Cisco 2900, 3500, 4000, 4500, and 6500 series

switches as its standard platform in all facilities except the Airport. All Cisco

devices run the Cisco IOS operating system.

iv) Routers




(a) The City currently supports Cisco 1700, 2600, 2800, 3600, and 7200 routers

as its standard platform in all facilities except the Airport. All Cisco devices

run the Cisco IOS operating system.

v) Cabling and Wiring.

(a) Data networks in the City use cables, patch panels, and connectors that

conform to Category 6/6a standards. All future cabling will conform to

Category 6a standards.

(b) Voice networks in the City use cables that conform to Category 3 standards.

To eliminate duplicate inventories of some components, patch panels and

connectors conform to Category 6/6a. All future phone cabling will conform

to Category 6/6a standards. All networks conform to applicable industry

standards.

6. Current Platform for Voice Network Infrastructure.

i) Private Branch Exchange (PBX) and other phone systems.

ii) The city supports Avaya/Nortel CS1000E PBXs as its standard platform. Desktop

telephone sets are also from Avaya/Nortel.

iii) Voice Mail

(a) The City supports AVST as its standard platform for voice mail.

iv) Call Tracking and Reporting. The City operates call centers at Information

Management Services, Public Utilities, Justice Courts, and others.

(a) The City supports Genesis as its standard platform for call tracking and

reporting.

v) Electronic Call Recording. The City has the ability to record in digital format calls

placed to the City’s CS1000E PBX.

(a) The City supports Avaya/Nortel’s CRQM as its standard platform.

vi) Automatic Call Distribution. Automatic Call Distribution (ACD) allows automatic

routing of inbound calls to the next available call center agent.

(a) The City supports Avaya/Nortel’s ACD system as its standard platform.

7. Personal Information Management Synchronization

i) Personal Information (PIM) devices such as Blackberrys, iPhones, iPads, and other

mobile devices allow users access to Microsoft Outlook information such as email,

appointments, contacts, and task lists on their mobile devices.

ii) The City currently supports Personal Information Management Synchronization

through ActiveSync as its current standard.

8. Interactive Voice Response/Interactive Voice Recognition.

i) IVR is a technology that enables interaction with a computer system through a

telephone. Voice and keypad responses are provided by the caller to get some piece

of information or perform some task. The City currently supports a CenturyLink

Hosted IVR solution..




ii) IMS continues to support existing IVR applications as needed. However, new

applications are developed on a hosted platform and as applications require update

or maintenance they are re‐hosted to the cloud service.

iii) A third party application, Selectron, is also supported on a limited basis.

9. Voice over Internet Protocol

i) The City has standardized on Avaya/Nortel as a provider of Voice over Internet

Protocol (VoIP) hardware, software, and related products.

ii) Currently about 1300 phones have been deployed on the VoIP PBX.

10. Supported Operating Systems

i) The City currently supports Microsoft Windows 7 as its current standard for desktop

computing. Older versions of Windows may be supported on a time and materials

basis. Microsoft Windows 8 is only supported on mobile devices.

ii) The City also supports Mac OS.

iii) Linux on the desktop is not supported or recommended.

11. Core Software

i) The following software titles are considered core software. Core software titles are

deployed to every computer system in the City and are fully supported by IMS.

ii) McAfee Anti‐Virus

iii) Microsoft Office 2007 Standard (Word, Outlook, Excel, PowerPoint, Internet Explorer)

iv) Microsoft Exchange 2007

v) OneSolution

vi) Adobe Acrobat and Acrobat Reader

vii) WinZip

viii) Accela Automation

12. Supported Software

i) The following software titles are not part of core software but are deployed on an as

needed basis and are fully supported by IMS.

ii) Microsoft Access

iii) Microsoft Front Page and Expressions

iv) Microsoft Visio

v) Microsoft Publisher

vi) Microsoft Project

vii) Microsoft SharePoint

viii) Adobe Suite

ix) Third party solutions purchased in partnership with IMS

x) In House Developed Applications such as but not limited to:

(1) CAMP

(2) PUBS

(3) GIS Mapping




(4) GIS Core

(5) HAND

(6) POPS

(7) Cash Registers

(8) SLC Developed Apps Et all

13. Specific Unsupported Software.

i) Software products not listed above are not specifically supported by IMS. IMS makes

every effort to support all user applications. This service is to be provided to the

customer on a time and materials basis.

14. Open Source Software

i) Open source software refers to packages and applications built on a published

standard freely edited and distributed by their respective user communities. These

packages are generally downloadable at little or no charge but support and

maintenance are not usually provided. IMS supports the use of open source solutions

where practical. IMS support of these applications is on a time and materials basis.

15. Current Security Standards

i) Security of the City’s networks, databases, and computers is critical. Salt Lake City

deploys a defense in depth approach to maintaining the integrity of our systems. IMS

uses a combination of firewalls, intrusion detection and prevention, anti‐virus and

anti‐spam systems, and content filtering technology to prevent unauthorized access

or infiltration of our networks. The details of these systems are not shared with the

public to better secure our systems. In addition, City Policy governs access to and the

use of City computers.

16. Software Development

i) Custom Software. The City maintains the ability to develop custom software as

needed. IMS procedures recommend that development of custom software is only

considered after attempts to find a suitable third party package show no acceptable

option available.

ii) Supported Tools. The City maintains as a core skill set the ability to develop

applications using Microsoft Visual Studio, Sybase PowerBuilder, Informix 4GL, SQL

Integration Services, and SQL Reporting Services. Tools other than these are not

supported. Applications requiring tools not supported by IMS may be outsourced at

the customer’s request and expense.

iii) Development Standards. The City maintains as a core skill set the ability to develop

and support applications developed using c# (c‐Sharp), MVC, and .net framework as

the programming language.

iv) Version Control. The City uses Visual Source Safe as its current standard for version

control software but is migrating to Microsoft Team Foundation.




v) Relational Data Base Management Systems (RDBMS) RDBMS tools are software

packages used to manage and maintain the City’s data. The City supports Microsoft’s

SQL Server as its current supported platform. IBM’s Informix is also supported but is

being phased out.

vi) IMS is agile development process which is intended to speed up the development

process and get useable applications into the hands of the employees sooner. This

process also improves the quality of specifications, increases business partner

involvement, and provides a higher quality application.

17. Outsourcing.

IMS is a service organization and is committed to providing the products and services

needed by the City at the lowest possible cost. As part of this commitment, IMS routinely

employs outside entities to provide the products and services we are unable to provide

with existing staff. We routinely use outside vendors for wiring projects, web page design,

network and security design, third party software, custom software, and other services.

IMS regularly analyzes usage of outside services to determine when it is more cost

effective to develop a skill set or discipline internally.

18. Procurement of Software.

i) IMS supports and recommends the purchase of third party software whenever

possible. IMS policy for procurement of software provides the following process for

making the decision on purchasing a third party application or in‐house development.

ii) Determine the Fundamental Requirements. Working with the departments, IMS staff

documents the business rules and specific requirements that must be met to

successfully satisfy the business need.

iii) Research Third Party Options. Working with the departments, the IMS staff will

conduct preliminary research on third party solutions that may meet the business

need.

iv) Set Direction Based on Research Results. Based on the complexity of the business

requirements, anticipated costs, and the number of options available, IMS and the

department will proceed using one of the following options:

(1) Develop the original business rules and requirements into a formal Request for

Proposals (RFP.)

(2) Work with the Purchasing Division to purchase the selected third party software

through competitive bid or sole source Purchase Order.

(3) Develop the software internally. When no acceptable third party application is

found and at the request of the department, IMS will use the business rules and

requirements to determine the cost of development of the software and proceed

after acceptance of the requirements and funding by the department. New

development of software is billable to all departments.

19. Document Management




i) The City has selected as the standard platform for management of scanned

documents as well as documents stored as part of a record set, the SharePoint

Document Management suite of tools.

ii) Alchemy and Hummingbird are still supported and commonly used as a front end

capture tool but all new implementations are to use the Hummingbird tools.

20. Network Support.

i) IMS currently staffs the IMS Help Desk Hours from 7:00 AM to 6:00 PM. After Hours

Support for emergencies is provided on a call back basis from 6:00 PM to 7:00 AM.

ii) Due to public safety concerns, after hours support for Police and Fire is provided 7

days a week, 365 days a year at no additional charge.

21. Network Support Service Level Agreements. The following criteria outline the IMS

guidelines in responding to service calls placed to the IMS Help Desk (7272). This

response requires the technician to contact the affected customer (caller) by either

telephone, or in person, discuss the problem, and either begin work on the issue or in the

case of lower priorities schedule a time to begin work.

i) URGENT ‐ RESPOND WITHIN 15 MINUTES. An area's productivity is drastically

affected such as:

(i) A Server is down

(ii) Communication (Voice or Data) is down (i.e.: PBX, Communication facility

affecting an entire location, router, etc.).

(iii) Critical Software is down– Software affecting users City wide or public

safety is down (i.e. Email, IFAS, RMS)

(iv) Mission critical system is down– Hardware and/or software used in a

department or division is down preventing employees from providing

services (i.e. Business Licensing, Public Utilities Billing System, etc.)

ii) HIGH ‐ RESPOND WITHIN 1 HOUR. An area's productivity is significantly affected

hindering employees in providing services such as:

(i) A Hardware item critical to a department is down

(ii) A software application that affects more than one customer is down (i.e.

Microsoft Excel on a particular server)

(iii) A Hardware item that affects more than one customer is down (i.e.

network printer.)

iii) MEDIUM ‐ RESPOND WITHIN 8 WORKING HOURS. An area's productivity is affected

but services can still be provided such as:

(i) Application is not working correctly, affecting one customer (i.e. a report

not available or working).

(ii) Hardware affecting one customer is not working correctly (i.e. keyboard,

mouse, monitor, drive).

iv) LOW – RESPOND AS SOON AS POSSIBLE

(i) Installation and/or upgrade of equipment (Hardware)

(ii) Installation and/or upgrade of software application(s)




(iii) Moving equipment ( Given that IMS is notified within a reasonable time

frame)

v) Call Escalation

(1) Incidents not meeting the above stated Service Level Agreement can be escalated

to the next priority level by the customer, Help Desk Manager, Operations

Manager, or the Department Director.

(2) Calls not related to hardware support, software support, or instances where

research may be necessary to resolve the issue can be escalated to the

appropriate party/parties by the Help Desk Technician, Help Desk Manager,

Operations Manager, or other IMS employee.

(3) Calls that go outside the range of expertise of a Help Desk Technician can be

escalated by the Help Desk Technician as deemed necessary.

22. Software Support Service Level Agreements. The following criteria outline the IMS

guidelines in responding to software problems for EXISTING systems. This response

requires the responsible software engineer or software support technician to contact the

affected customer (caller) by either telephone, or in person, discuss the problem, and

either begin work on the issue or in the case of lower priorities schedule a time to begin

work.

i) URGENT ‐ RESPOND WITHIN 15 MINUTES

(1) System down

(2) Bug fixes as identified by the user resulting in loss of specific critical functionality

as identified by the user

ii) HIGH ‐ RESPOND WITHIN 1 HOUR.

(1) Bug fixes as identified by the user resulting in loss of important functionality as

identified by the user.

iii) MEDIUM ‐ RESPOND WITHIN 8 WORKING HOURS

(1) Bug fixes as identified by the user resulting in loss of functionality as identified by

the user.

iv) LOW – RESPOND AS SOON AS POSSIBLE

(1) Bug fixes as identified by the user resulting in loss of important functionality as

identified by the user.

v) MAINTENANCE – RESPOND AS SOON AS POSSIBLE

(1) Requests for additional or improved functionality within a given application.

(2) Routine application of service packs and patches

23. Electronic File Storage.

i) Whenever possible, important electronic documents (such as Word documents, Excel

spreadsheets, etc.) should not be kept on local hard drives, such as the “C” drive of

your computer or portable devices. Local drives are not included in the City’s normal

back‐up procedure. Important documents should be kept on the network, usually in




the “N” drive, “I” drive, “P” drive or “L” drive. Local drives can occasionally fail

rendering the files stored on those drives irretrievable.

ii) If it is necessary to have important documents on a local “C” drive, or on a mobile

device of any kind, it is critical to have a backup copy of that document on either the

network or some other electronic media. Network drives (such as the “N”, “I”, or “P”

drives) are backed up on nightly basis. Data from these network drives can be

restored from backups by simply notifying the Help Desk with the name of the

file/folder that was lost, and where it was last located.

iii) All backed up information is initially copied to disk, and then eventually moved to

tape. While on disk the requested data is easily and quickly restored from the disk

drives. Once the data is moved to tape, the tape needs to be loaded and scanned

before any data can be retrieved. This is a relatively simple process, but does take

longer than restoring from disk.

iv) In cases where the data requested is months, or even years old, the data would then

have to be harvested from a “monthly” tape that has been moved to the Granite

Vault. This can take 24 hours or more to request the tape from the vault and have it

delivered to IMS. All “vault tapes” are kept for at least 5 years.

24. Internet Guidelines

i) The City encourages staff to use the Internet for business purposes. De minimus

personal use of the internet is allow but must not be abused. There can be no

expectation of privacy associated with usage of City computing resources. Users of

the City’s computing resources may not knowingly access websites containing

information or images prohibited by City policy.

ii) Internet Connections Require Approved Firewalls.

(1) All connections between City networks and the Internet or any other external

computer network must pass through an approved firewall and related access

controls.

25. External Access to City Computing Resources

i) All users needing access to City computing resources from outside the City’s network

must do so via the City’s virtual private network devices.

(1) Credentials allowing access via a VPN can be provided by contacting the IMS Help

Desk.

ii) Approval is required prior to connecting City computers to an external network.

(1) Staff may not establish Internet or any other external network physical

connections which could allow users to gain access to Salt Lake City Corporation

systems and information without prior approval from the Director if Information

Management Services.

(2) As a condition of gaining access to the City’s computer network, third party

entities must secure their own connected systems in a manner consistent with

City requirements. The City reserves the right to audit the security measures in

effect on these connected systems without prior warning. The City also reserves

the right to immediately terminate network connections with all third party

systems not meeting such requirements.




iii) File Transfers to Trusted Third Parties.

(1) File transfers between City employees and a third party may be done using email.

However, in cases where the file is large or where the file contains sensitive

information, users must be via the City’s secure File Transfer device

(slcfta.slcgov.com).

iv) Trusted Connections to Third Party Networks

(1) The establishment of a direct connection between City systems and trusted

external organizations, via the Internet or any other public network must be

approved by the Director of Information Management Services.

v) Posting/Transferring Salt Lake City Corporation Material on the Internet

(1) Users must not post City information or data on any publicly‐accessible Internet

computer system unless the posting has first been approved by the City’s

Communications Team.

vi) Sending Sensitive Information over the Internet

(1) The City’s confidential, proprietary, or private information may not be sent over

the Internet unless it has first been encrypted by approved methods.

vii) Tools Used to Break Systems Security Prohibited

(1) Unless specifically authorized by the Director of Information Management

Services, City staff may not acquire, possess, trade, or use hardware or software

tools that could be employed to evaluate or compromise information systems

security. Examples of such tools include those which defeat software copy‐

protection, discover secret passwords, or identify security vulnerabilities.

26. Virus and Malware

i) Antivirus Software required for all devices connected to the City’s network.

To promptly detect and prevent the spread of computer viruses, all devices

connecting to the City’s network must run integrity checking software. This software

detects changes in configuration files, system software files, application software

files, and other system resources. Integrity checking software must be continuously

enabled or run daily.

ii) User Involvement with Computer Viruses and/or Malware are Prohibited

Users must not intentionally write, generate, compile, copy, propagate, execute, or

attempt to introduce any computer code designed to self‐replicate, damage, or

otherwise hinder the performance of any computer's memory, file system, or

software. Such software is known as a virus, malware, worm, Trojan horse, and

similar names.

iii) Immediate Reporting of Suspected Computer Virus Infestation

Users must immediately report a suspected computer virus and/or malware

infestation to the IMS Help Desk (535‐7272).




Salt Lake City Mobile Strategy

Access to the city’s network via mobile devices is a critical piece of our current infrastructure and it is continuing to expand as more and more opportunities are developed and become available to all citizens and employees. The number of people using these devices grows exponentially each day. IMS sees great opportunities to make services more readily available to citizens and employees. This strategy will unify our direction, identify and reduce risk, and set a vision for mobile development for the City. To support the current and expected growth in this area the City needs a strategic plan that accommodates all the technologies and issues associated with this work. Issues and technologies involved include the following:

1) Technical issues a) Support of different types of customers and devices including business, employees,

consumers, and other machines.

b) Device support for notebooks, smart‐phones, tablets and other end‐point devices (i.e. parking meters).

c) Mobile applications;

i) Mobile application development platform. ii) Multi‐channel delivery model (providing applications to web, smart‐phones, tablets,

etc). iii) Methods of deploying mobile applications.

d) Support for browsers and which releases of those browsers.

e) Wireless networks; this includes Wi‐Fi access in all city buildings, wireless access via

vendor networks and free Wifi provided by other agencies and retail outlets. f) Security of wireless networks and mobile applications. Including access by city

employees to Intranet applications.

2) Strategic issues a) Process for analyzing what features of a system should be mobilized. b) Goals of the business concerning mobile support.

c) A process to appropriately manage costs.

3) Measurement of success

a) What metrics will we will use to measure success which will identify adjustments that may need to be made to the strategy.

4) Technology Issues




a) We believe that we will be required to support different types of customers and machines. How we provide these services will vary, depending upon the recipient. i) Business to employee (B2E) providing applications to employees out in the field.

Employees may have an app that provides something similar to the current “IMS Developed APPs” on our web page.

ii) Business to consumer (B2C) providing applications to the citizens and visitors. Consumers will have “start‐up” apps delivered from the OS Platform Apps store where they can choose the applications which they would like to use.

iii) Business to Business (B2B) providing business owners’ access to services they need to do business with the City. Business Owners may have apps relating only to them.

iv) Machine to Machine (M2M) providing interface with devices such as parking permits gathering data for applications. Interfaces with end‐point machines (such as parking meters) will be handled on a case‐by‐case basis.

b) Device Support

i) IMS supports applications running on all major operating systems for mobile devices, including Android, IOS, Windows, and Blackberry. Support should be provided for the current version and at least one version back.

ii) In addition applications should operate on the current version of Windows 7 and XP on notebook devices.

iii) Applications should be written to take advantage of available real estate of the device and automatically adapt to the appropriate size depending on which device is requesting the application.

iv) End‐point devices such as parking meters, etc., may need special interface capabilities. Those will be done on a case‐by‐case basis specific to the needs of the device.

c) Mobile Application Platform i) All the different operating systems and devices pose a challenge for application

development. Writing applications for each of the operating systems is expensive and leads to longer development for specific applications and more training for individual staff members to write and maintain those applications. Another approach is to use a mixture of different tools that blend together to provide one application that supports multiple device platforms. The City has decided to use ASP.Net MVC4 with HTML5 and J‐Query Mobile to create mobile applications for applications that don’t require the use of device specific hardware (i.e. cameras, location services, video, etc.). These tools provide the following benefits; (1) Provides a development platform we already know and the ability to provide

native like presentation on many devices. (2) Automatically adjusts the application depending on which platform it is to

present on with very little additional coding. (3) The application can work even when off the network. (4) Look, act, and feels like native applications. (5) Uses existing code for the core of the application, only one application to

maintain.

d) There are some limitations to this approach; we do not yet have the ability to use device hardware such as the camera or GPS. ESRI (our GIS software) provides templates for IOS and Android that do not work in this scenario. These limits must be taken into




consideration when defining the system requirements and if they are required we will have to write individual applications native to the OS. Efforts are underway to resolve these deficiencies.

e) The most common application deployment method is through the App Store for Apple products, the Android Market Place for Android phones, or Blackberry App World for Blackberries. We believe that citizens and visitors will search these stores for our applications. We intend to provide a launcher application in each of the stores that contain links to all citizen/visitor applications so the users do not have multiple applications cluttering up their devices. It will also be available on the City’s Internet web site. All employee applications will be provided in a similar fashion and on the City’s Intranet web site.

f) Browser Support. i) IMS applications will run on all major browsers (IE, Firefox, Safari, Chrome, and

Opera) and support the current release of that browser and one release prior.

g) Wireless networks (Verizon, Sprint, AT&T, T‐mobile and others) i) All of the wireless carriers provide both voice and data support. Most smartphones

and tablets allow the user to switch between the carrier network and Wi‐Fi networks. Often this switching is behind the scenes for Wi‐Fi networks they have already configured in their devices. City written mobile applications must be delivered to provide seamless interaction between wireless platforms.

ii) We have been providing mobile access to Email, calendaring, contacts, etc. for a

number of years via these networks and will continue to support this access.

h) Wi‐Fi access i) IMS will establish Wi‐Fi access in all major buildings within the city owned buildings.

This is a secured access point allowing employees to automatically connect to our network after the initial configuration is created on the device so that employees can take their mobile devices from room to room, building to building and keep the connections available. Much of this is currently in place.

ii) Wi‐Fi is also provided by various vendors in many locations throughout the city for

customer use. However, we cannot guarantee the security of these connections. Users should take as many precautions with the latest OS as possible to protect themselves in these open networks.

i) Security Risk Analysis

i) Mobile management is important in providing consistent service to all of the types of customers and devices we might have running our applications. We are researching mobile management and feel that the most likely direction is a lightweight approach which enforces policies on the server side but cannot control the device or the mobile user in depth. However, much more research is needed before a decision is made.

5) Strategic Issues

a) Process for analyzing which features should be mobilized.




i) Some system features blend effortlessly into a mobile application. These are generally simple in nature and address routine requirements that can be accomplished in few strokes. Before a feature is mobilized we should ask the following questions;

ii) Who are you trying to reach or engage? iii) What is the audience needs and how will they use the content? iv) What information does your audience need information? v) What content needs to be viewed on both standard web and mobile devices? vi) How do you make your content sticky and engaging? vii) Can you make it simple to use?

b) Goals for the business concerning mobile support. i) Mobile applications are trendy right now, everyone wants them, but they serve to

satisfy some of the City Administration goals as well including the following; ii) “Fostering mobility” – the administration wants to promote other avenues of

transportation and access to city venues, mobile applications can help people identify and find alternative access to these venues.

iii) “Put mobile technology to work” – mobile applications can help citizen, visitors, and business owners find other solutions to transportation needs as well as other options for doing business with the city.

iv) “Sustainability” – mobile applications provide access city services without coming to city hall to do so, focusing service where the service is needed and reducing the need to expend precious resources and increasing pollution.

v) We want to make it simple and easy for citizens, visitors, and business owners to interact with the city.

c) Manage costs of mobile access to the City. i) Creating applications is an expensive task. Providing Wi‐Fi access is also expensive to

install and maintain. Given limited budget IMS needs to provide reasonable solutions to the mobile strategy. The following guidelines help us accomplish that goal; (1) Using ASP.net MVC4, HTML5 and J‐Query Mobile allows us to create one web

application for multiple platforms reducing the need to have experts and tools for each of the native platforms. (a) There will be some costs for training which includes time away from other

duties to train. (2) We will provide Wi‐Fi access to all major city buildings, this will be done as

budgets allow. 6) Strategy Measurements

The strategy will be reviewed every six months and adjusted as the need arises, individual reviews of mobile application usage and customer response will be used to indicate with applications are successful and which need to but removed or modified. As progress is made we will establish benchmarks, goals and milestones.

7) Mobile Device App Decision Tree.

The following flowchart is used to assist in determining the best candidates for mobile app development.




Feature or Service

Simple?Done in a few

clicks?Don’t mobilizeNo, Data entry intense

Yes

Not a good candidate for mobile

NoData needed in a timely manner?

Engaging or meaningful or important?

Yes

No

Is it needed in both mobile and standard web?

Yes

Develop for standard web also

Web also

Mobile

Page 2

Who is the Recepient?

SLC Employee Citizen of SLCBusiness Owner in

SLCDoing Business with

SLCVisitor

Position is desk oriented or mobile

Not a good candidate to mobilize.

Desk

Develop for the SLC Employee Dev Mobile Apps Launchpad

Mobile

Develop for My SLC LaunchPad*

2

Develop for SLC Business Owner App

LaunchPad*

Develop for “Doing Business with SLC”

LaunchPad*

Develop for Welcome to SLC LaunchPad*

* all four launch pads could just be different sections in one launch pad




Major technology goals by department: Under the direction of the Systems Steering Committee, the IMS personnel work with the departments to document specific departmental technology goals. Each goal will specifically discuss what is to be accomplished during the next fiscal year, how it will be measured, and the resources required and estimated costs. In addition, department will include a high level summary of their vision for the next 3 to 5 years.

Airport Salt Lake City Airport seeks to serve the Citizens of Salt Lake City by operating and maintaining a vital transportation hub for the citizens and visitors to Salt Lake City. The Airport IT division, under the direction of Ed Cherry, demonstrates a forward thinking management and development philosophy to meet the data processing and communications needs of this complex division.

Long Term (3‐5 Year Goals)

1. The Airport Terminal Redevelopment Project (TRP) is underway. IT infrastructure will be rerouted as required to support the phased construction schedule.

2. Continue coordination with UCAN on trunked radio system throughout the City, County, and State. The airport seeks to work closely with all stakeholders during the current radio upgrade program. Planned phased migration to new digital radio system.

3. Realignment of the airport datacenter(s) in support of demolition and subsequent new construction in the Airport remodel project is in process. Remodeling designs have been started.

4. Implementation of new technology in concourses A, B, C & D to support future expansion has begun. This technology includes changes in infrastructure and network architecture including segregation of networks by type, sub‐netting, and modernization/upgrade to equipment.

5. Continued convergence of applications utilizing server virtualization. 6. Virtualized Desktop PC Project – Building on the experience of IMS with the new Public

Safety Building, the Airport IT department plans to incorporate virtualized PC technology in future projects.

Immediate Goals

1. The upgrade and replacement of airport production network switches and upgrade to wiring from the switches to the desktop of users is currently in process. Redundant network core switches are being installed as well. This project is underway and well on to completion.

2. The implementation of TechNET (technical systems network) is nearing completion. This phase instituted a redundant shared Storage Area Network (SAN) as well as redundant networking cores throughout the system.

3. Coordinate with IMS regarding a technology transfer of: a. Involvement of the Airport in meetings and seminars for the SharePoint document

management project

b. Continued information transfer on the Fiber link in the UTA right of way

c. Continued information transfer to the Airport on lessons learned in the Public Safety

Building Project, particularly as it relates to :

i. Computer System and Radio Design




ii. Virtualized PC Project

iii. Seismic hardening of the data center

iv. Consultation on a consistent firewall philosophy in line with the overall plan of

IMS

v. Consultation in the development of the airport’s Hybrid voice, Data and Video

networks.

Attorney’s Office The City Attorney's Office strives to provide superior and timely legal advice to Salt Lake City, which acts through its legislative and executive branches. The Attorney’s Office also represents the City in civil litigation, which requires access to records, including electronic records, to meet the City’s legal obligations.


1. The Office will work with IMS to develop a process to monitor trends in evolving legal and litigation requirements that will impact the Office and its needs for information management and technology services.

2. Continued consolidation and integration of systems to better represent the City in civil litigation.

3. The Office seeks to be a leader in utilization of new technologies that allow for virtual office capabilities to enhance the delivery of legal services by our attorneys when they are away from their desks in meetings or at court.

Intermediate Goals (2‐3 Year Goals) 1. The Office devotes considerable time attempting to retrieve and review electronic

records from a variety of systems throughout the City. We anticipate increased movement toward a paperless work product, and manageable access to that product is vital to meeting the City’s legal obligations. As an early adopter of the Hummingbird system, the Office eagerly anticipates implementation of SharePoint for a City‐wide information management and document retention system.

2. The Office continues to seek funding to scan old files into the document management system. Currently, the Office is only capable of scanning and electronically filing documents in ongoing litigation. The department would like to expand this to include historical documents processed by the Office.

3. During and after disaster situations, the Office requires data recovery and uninterrupted operations. Enhancement of Office capabilities during and after a disaster will continue through cooperative efforts among City Emergency Management, the Office and IMS.

Immediate Goals (Up to 1Yyear Goals)

1. The Attorney’s Office has been working with IMS to implement a system to retrieve, review, and retain electronic records. A reliable and user‐friendly system to track litigation holds and to collect data is vital. Ongoing assessment of City‐wide needs for information management will help contribute to a decision about whether to continue using the current product beyond June 2015.

2. Current initiatives for retrieving, reviewing, and retaining electronic records for litigation and other purposes include: Hardware upgrades and implementation of Summation for document review has

resulted in a more responsive system and more accurate review. IMS and AccessData




continue to troubleshoot system problems. Overall current release is much more stable than previous versions.

Additional training has improved accuracy and efficiency with the system through a two pronged venture with the vendor (AccessData) and IMS.

Additional Office and client training once the system is fully functional. 3. The office is working with IMS to rewrite the litigation case‐management database to run

on SQL Server and .NET. Current functional wireframe is ready for transfer to formal specifications.

4. Expand remote access to the City network for the Office. IMS continues to replace some desktop computers with mobile devices including tablet computers. At least 50% of the Office members are using tablet computers

Prosecutors Office

The Salt Lake City Prosecutor serves the Citizens of Salt Lake City by effectively addressing the criminal prosecution demands of the City. The City Prosecutor's office solves community problems, in a substantive way, and recognizes that effective community prosecution requires on‐going commitment to new and innovative methodologies to meet the ever changing demands of criminal justice


1. Continued integration of technology into the Prosecutors Office. The office is open to and continually looking for ways to bring efficiencies into the office through technology. It is felt that efficiency will help offset the need for additional support staff.

2. The Prosecutor feels that technology can facilitate communication and information sharing between agencies. This interaction can be between prosecutors in other jurisdictions, defense attorneys, courts, law enforcement and the public. Where sensitive information is exchanged, data sharing must include strong authentication and accountability.

3. Better and higher speed access to stored information both within the office and into data stores in collateral agencies.

Intermediate Goals (2‐3 Year goals)

1. Use office automation to help attorneys stay on top of their workload. As automated mechanisms and techniques become available they will be evaluated and implemented where practical

2. Investigation of a combined effort between the Justice Court and the Prosecutors Office to digitize and file court documents

3. During and after disaster situations, the Office requires data recovery and uninterrupted operations. Enhancement of Office capabilities during and after a disaster will continue through cooperative efforts among City Emergency Management, the Office and IMS.

Immediate Goals

1. The Salt Lake City Prosecutors office seeks to implement electronic document management at the earliest opportunity by: Should the Prosecutors office elect to continue with PIMS, integrate it and the

Hummingbird/SharePoint through UConnect Continued use of Adobe Acrobat Standard on all Prosecutor computers to facilitate

transfer of discovery documents between opposing council and pro se defendants.




2. The Office of the Salt Lake City Prosecutor continues in its efforts to replace desktop

computers with laptop computers and docking stations or tablet PC’s. 3. New Software Initiatives:

Continued investigation of third party client management software systems to replace PIMS. There has been discussion of developing a Web and Voice (IVR) call off system to alert police officers of rescheduled or cancelled court dates. This system may be a part of a purchased legal management system such as New Dawn or similar system.

Possible transfer of source code from the Utah Prosecution Council to IMS for support of PIMS.

In concert with the IMS SharePoint initiative, development of a virtual file system, running on laptop and Pad computers to accompany prosecutors to court. This virtual file will contain all pertinent electronic case documents for fast and easy retrieval in court.

Salt Lake City Recorder’s Office The City Recorder‘s office administers democratic processes such as elections, access to city records, and all legislative actions ensuring transparency to the public. In addition,

Acts as compliance officer for the state and local statutes including the Government Records Access Management Act (GRAMA), and the Open and Public Meetings Act.

Is the custodian of the City Seal and has oversight of the adoption and publication of the city's municipal code.

Manages public inquiries and relationships, and provides support services to the City Administration and Council.


1. Continue to look for ways to use technology to improve the efficiency of our office functions; particularly, relative to our interaction with the City Council and Administrative Offices as well as constituents

2. The Salt Lake City Recorder will continue to play a vital role in the design and development of the proposed citywide document management initiative.

Intermediate Goals (2‐3 Year Goals)

1. Consult with, and continue to support the City Council Agenda Management Initiative 2. Provide the Socrata system, with the metadata from the records of the City Recorder’s

Office. As new record series are transferred to SharePoint, the catalog and attendant statistics would be provides to the Socrata system.

Immediate Goals

1. Currently an initiative is underway for a pilot project to plan document management and records management systems with ITG. This pilot will include a process to transfer records currently stored in the Alchemy system to the city’s proposed document management system.

2. Acquisition of software to archive the various Social Media sites maintained by the city.

City Council




The City Council is the legislative arm of Salt Lake City’s government. The Council’s purpose is to fulfill the legislative functions of City government and to set overall policy direction by passing ordinances, adopting the budget, and providing legislative oversight of City operations.

Long Term (3 to 5 Year) Goals

1. CRM ‐ further implementation

2. SharePoint integration with the Council’s website.

Intermediate (2 to 3 Year) Goals 1. CRM & Constituent Communications ‐

participation in the City’s efforts for a citywide CRM program

implementation of a CRM program that would serve to enhance communication

with residents

implementation of a CRM program that would serve to track

concerns/requests/policy issues from constituents

2. SharePoint System

Immediate Action 1. Agenda Management System – implement an Agenda Management system for City

Council

Notifications on specific agenda items

Translation of spoken word into written text.

Video taping of Council meetings – time stamp for agenda items, compatibility with

Macs

Automated publishing of agendas and minutes.

2. SharePoint

Support continued roll‐out of SP citywide

Exploring other add‐ons to the SP platform to improve City processes (CRM, agenda

management, coordination with Accela, etc.)

3. CRM & Constituent Communications ‐ participation in the City’s efforts to explore a

citywide CRM program, terms of use, development of a related ‘business plan’

4. Outreach Video development and publishing – Council staff will continue to utilize and

rely on video technology as a communication & engagement tool

5. Social Media – coordination citywide for the messages, use, etc.

6. Explore options for live integration of comments from the public into the Council

meetings

7. Make changes to the scheduling program / process for the Council Members’ calendars

8. Continue use of and support development of the Open City Hall boards

Community and Economic Development Community and Economic Development has responsibility for the planning of businesses and neighborhoods in the City through zoning and enforcements of rules and ordinances.




Long‐term (3‐5 year goals) 1. Consolidate and integrate systems. CED spends a good deal of time in reconciliation of

Accela or LMS to OneSolution. Efforts to consolidate and more tightly integrate would save a significant amount of time. The ideal would be to be able to pull a report from OneSolution and drill down to the transactions in the source systems. IE. Track an entry in the General Ledger to a business license in Accela.

2. Implement a Citywide electronic directory with photos as well as additional contact information.

Intermediate Goals (2‐3 Years) 1. Speech to Text software. CED would like to use Speech to Text technology to reduce the

amount of effort required to transcribe CED board and commission meetings so that personnel talent could be spent on other more important projects.

2. Electronic dissemination of information (transparency). Developing electronic postings of up to date electronic agendas for citizen access on the internet, as well as providing public access to electronic recordings of meetings, etc. via the internet.

3. Streamline the intake processes such as RLF/Housing Mortgages/CAM Leases, etc. through Accela.

Immediate goals

1. Provide access to Housing and Neighborhood Developments Loan Management Application to a wider user base on a read only basis.

2. Implement the tracking and management of Real Property leases in the Accela system. 3. Develop the ability for Department and Division Directors as well as line level supervisors

to approve things such as Purchase Orders, Salary Adjustments, and other transactions needing approval via mobile devices.

4. Review and update CED website to be more useful and provide more meaningful information.

5. Implement SharePoint, a document management system to employ paperless office technologies that will permit staff and constituents to operate with a minimum of paper. This includes electronic scanning of documents.

Building Services

Long‐term (3‐5 year goals)

1. Continue to enhance Accela, ProjectDox, and other systems to make doing business with the Division simpler and more efficient.

2. Continue looking for tools and technologies to better engage and service customers of the Division.

Intermediate Goals (2‐3 Years) 1. Develop and implement a process that would allow customers to submit plans to the

Design Review Team (DRT) through ProjectDox and then flow through to Accela once the details are worked out.

2. Employee self service capability for common IMS services such as requesting new computers, phone and computer moves, etc.

Immediate




1. Development of mobile apps to make staff more efficient and better able to perform their jobs.

2. Simplify access to information in the field through the use of mobile technology. Easy button for information on a given parcel.

3. Complete the work started on the Building Services “Frequent Flyers” app. 4. Implement a touch screen kiosk that would allow customers to find the forms they need

by the type of work they are doing and have them printed on the spot for them, or emailed.

5. Continue to enhance the features and functionality in GIS and AGIS.

Engineering Division

Long Term (3 to 5 Year) Goals 1. Continue looking for tools and technologies to serve our customers in the most responsive

and efficient manner possible. 2. Continue efforts to improve field operations of our project teams through use of advanced

technologies. 3. Engineering recommends tools and technologies be evaluated that would facilitate a

citywide Asset Management Program, meeting the needs of all users.

Intermediate (2 to 3 Year) Goals.

1. Explore the use of project management tools with the objective of increasing operational efficiency.

2. Increase and enhance the use of technology in field work performed by Engineering Division personnel.

Immediate Goals

1. Enhance information available through the Capital Improvement Project Maps. This includes improving content, frequency of updates, displaying pertinent information to the public vs. city stakeholders, and possible incorporation with other Department’s projects and schedules. Additional needs would be to allow for reports in various formats.

2. Improve project documentation with the use of various devices including laptops, tablets and smart phones. Engineering desires to improve CIP project documentation including daily reports, measurement and payments, close‐out sheets, pictures, etc. by providing easy to use data input screens for project inspectors, engineers and managers. This information would automatically be captured in project folders reducing future filing, scanning and vaulting needs. We also seek continued improvement for private development documentation and management through Accela.

3. Once Council has funded a project, help Project Managers in tracking budgets by referencing actual funds available from One Solution. Part of this effort will be to automate financial summary forms which tracks project budgets, payments and change orders.

4. Engineering would like a city wide initiative to investigate whether a city wide network license for AutoCAD would save money.

Housing and Neighborhood Development (HAND)

HAND ‐ Residential Rehabilitation




The Housing and Neighborhood Development division administers a wide variety of housing

and community development programs that contribute to the quality of life, affordability and

sustainability of Salt Lake City's diverse neighborhoods, and support State goals to eliminate

chronic homelessness. The Division partners with a variety of non‐profit, governmental and

lending agencies using City, private and federal funds for these purposes. The Division also

oversees fair housing laws and monitors grants received by the City.


1. Outreach to the community through web and kiosk applications that permit constituents to interact with the department

2. Increased use of technology including QR codes to achieve efficiencies in communication between the department and constituents. Department has implemented QR codes on sale signs on city properties.

Immediate Goals 1. Begin a six week systems and workflow analysis of workflow prior to revamping/rewriting

department software systems

2. HAND would like to rewrite the current Microsoft Access based Loan Application System.

The system was to be retired a number of years ago with the advent of the LMS system.

HAND determined that the LMS module was too expensive and did not adequately reflect

the workflow of the department. Therefore a rewrite to include:

Accommodation of the new federal disclosure regulations

Calculation of APR on new applications

Conversion to a SQL Database platform based on dot net technology

Integration of inspection, work description, contract bidding and loan application system into one web based system

A web based client front end to permit applications to complete applications on line

Once the application process is completed and a loan is in place

Accept Loan payments over the internet 3. Conversion of the current LMS reporting system from Crystal Reports to SQL reporting

4. Create a bridge from the LMS system to the new city accounting system. This bridge

would specifically create Transaction Journal entries.

HAND – Real Estate Services

Real Estate Services oversees the real property needs of the City including but not limited to: acquisitions, dispositions, leasing and encroachment permitting.


1. Develop a QR code sticker for vending cart program that is good for business licensing, SL

County Health Department and Real Estate Services. QR sticker would be place in a

visible area of cart whereby inspectors could easily identify the cart and determine if they

have valid permit to operate in the City.

2. Create an interactive website for all real‐estate encroachment permits.




3. Make Real‐Estate Services applications more accessible and interactive to applicants.

4. Update and enhance existing web site to provide a better description of service offered

by Real Estate Services and better access to those services.

Immediate Goals 1. Continue to refine and enhance Accela to provide the reports and information to make

doing business with the Division simpler and more efficient.

2. Create a permitting workflow process with Accela that is integrated with other City

departments who must also approve permits, such as Planning, Engineering,

Transportation, Fire, Police, and Public Utilities.

3. Determine best way to manage and access electronic working document files.

HAND ‐ Unity Center

The Sorenson Unity Center serves as a community resource, enlisting a grassroots approach to community development. It is a gathering place where all cultures are celebrated and welcomed. The Center enhances lives through participation in visual and performing arts, education and community programs aimed at improving mental and physical well‐being.

Long Term (3‐5 Year Goals) 1. The Center and the Computer Clubhouse desire to investigate and adopt technology to

enhance its mission as a community resource and will adopt such technologies as they become available. These technologies center on computer and audio‐visual technologies.

2. Investigate technology and partnership opportunities to provide accredited online high school and college level classes and support.

Intermediate Goals (2‐3 Year goals) 1. Investigation the design and acquisition of Kiosks to expand the services offered in the

Unity Center (workforce services, transit passes, etc.) as well as outreach of the Unity Center to Shopping Centers, Libraries, and other public places.

2. Design and Development of relevant mini Computer Based Training (CBT) courses for continued outreach to the centers catchment populations. These courses can include Parenting Skills, Various forms of technology, language skills, and navigation of community resources.

3. Acquire 3‐5 tablets and 3 I‐Macs to equip media/adult lab for adult graphic design classes and additional youth programming.

4. Acquire Smart Boards or similar technologies for computer center and classrooms. 5. Acquire modern laptops for classrooms.

Immediate Goals

1. Transfer of the Computer Clubhouse web application from the “Classic Web Page” to Wordpress template for every staff to have access.

2. Construction or acquisition of community asset map software (i.e. Community Platform) and design and construction of a community dashboard website (www.slcwest.org) to house the asset map.

3. Create easy instruction sheets for IT offerings in Theater and meeting rooms (for staff and patrons).

4. Label all cables in the theater




5. Set up and provide training for key staff on program management software.

Planning Department

Long Term Goals 1. The Planning Department would like to utilize the many tools available in mobile

computing (apps and websites) and interface them with Accela to provide the ability for citizens to send requests to the Planning Department and other City departments and have those requests become part of the Accela workflow process. Planning would also like to have additional support for Accela development to incorporate the system better into the Planning processes.

Intermediate Goals 1. The city and the Planning Department specifically are finding success in using Wordpress

as a tool to interact with the public. The Planning Department would like to make further and better use of that tool and partner with IMS to establish improved support and development processes and increase in‐house expertise in Wordpress configuration and development.

Transportation Division

Long Term (3 to 5 Year) Goals

No long term goals were identified.

Intermediate (2 to 3 Year) Goals. 1. Upgrade of the Transportation web presence to the public with Traffic Volumes, Pay

Station information, and Bikes racks locations.

Immediate Action 1. Open Wifi in both Transportation conference rooms. 2. Develop a Trax/Bus mobile app to show business and provide coupons. 3. Develop a process for GIS requests, which will to provide Transportation the ability to

request maps and information in a timely manner. 4. Electronic Document Management System, SharePoint or Humming Bird. 5. APARC Down load of the data base to a IMS data base

Finance Department

Accounting Division

Intermediate Goals (2‐3 Years) 1. Rewrite and enhance EDS

2. Enhance Wire Transfer System.

3. Paperless. Setup a program to reduce paper and to enhance electronic records. Explore

SharePoint for document management.

Immediate Goals 1. Have Cognos packages working for Accounting.




2. Replace CAMP.

3. Centralized invoice processing.

Purchasing

Long Term Goals

No long term goals have been identified.

Intermediate Goals 1. Implement Online Leave Requests.

Immediate Tasks

1. Generate our own Electronic Forms including:

Bid form

P.O. form

Change orders

Treasurer’s Office

Immediate Goals 1. Change Gateway from PayPal to Chase. 2. Document MS Access processes and replace as appropriate. 3. Attach electronic documents in OneSolution Citywide. 4. Implement a change in the Cash Register system to track Vault Cash.

Short Term Goals (0‐2 Years)

1. Create web payment template for City-wide use that will integrate into TMS System. 2. Create a page on the City website for Investors. 3. Implement Citywide Digital Signatures 4. Create Refund Check application.

Budget & Policy Immediate Goals

1. Implement SharePoint. This project is to cover developing and training costs to implement the program for use with budgets and to maintain policy documents

Intermediate (2‐3 Year) Goals

1. Develop/purchase budgeting program. The need is for a program that facilitates the design and maintenance of a comprehensive City budget. There will be several modules for creating and tracking the budget including goal setting and measuring.

Fire Department

Long Term (3‐5 Years) Goals





1. Environmental Sustainability Initiative: System Wide Training Hardware This project involves the installation of training cameras and control panels at fire stations 1 and 11. Training from these locations, or content produced in advance, can be streamed to monitors installed at each of the fire stations. Ideally, some form of interactive discussion system, such as Adobe Connect, will be included. This initiative will allow the department to stream mandatory training to stations, instead of asking all fire apparatus to routinely drive to the other side of the city to attend, which will reduce our carbon footprint. Additionally, this will provide the additional benefit of keeping fire crews in their response districts during training.

2. Credit Card Acceptance System The department currently has no ability to allow customers to pay for services via credit card from an external website, for things such as CPR training, fire lock boxes etc. Ideally, we will identify a system that integrates with the general ledger, and allow us to easily setup a fee amount for a service on our external website. The system should provide the customer and service division an email receipt.

3. Data Integration The department consumes information from many disparate databases. We ideally need a solution that will allow us to query multiple databases from one simple user interface, and share that data among departments with operational need. The ideal solution will allow us to create GIS operational dashboards, to ensure we’re meeting our objectives.

4. Digital Radio Upgrades Over the course of several fiscal years, begin the process of getting radios ready for digital operations.

5. Fire Station Alerting Enhancements Begin the deployment of hardware that will enhance fire station alerting capabilities, including turnout timers, smart message boards, and beta bright LED lighting systems.

Immediate Tasks

1. Audio / Visual Historic Preservation Complete the process of converting VHS tapes in the department archive historical electronic (lossless) format, and index on the A/V server

2. Audio / Visual Services Obtain and deploy a multimedia server for reliable radio stream communications and commercial free video streaming

3. Automation of Fire Prevention Processes

Complete the Accela implementation, and segregate target hazard inspections for greater

manageability. Evaluate deployment of Accela for combat business license and hydrant

inspections

4. Call‐Routing

Deploy a call routing solution to MDT computers in all front line apparatus, either via

Versaterm MDT, or a third party solution

5. Event Management

Identify an event management product for mobile using cost savings from the budget this

year; or, identify and budget for this during the next budget year.

6. GIS Applications




Continue the implementation of GIS web services, to include special events, road

closures, vacant buildings, and push for integration in Versaterm MDT or alternatively

deploy another solution if necessary.

7. Learning Management System Upgrade

Centrelearn offers a new and greatly simplified version of their application, currently

available under our existing contract. Evaluate the new version, and deploy if value

exists.

8. NFIRS Reporting in the Mobile Environment

As a method of allowing fire crews to enter NFIRS data in the field, evaluate ESO as a

possible replacement for FDM NFIRS

9. Paperless & Cash Free Initiative

Achieve 95% paperless operations for all forms mandated by the department for public

requests and develop an easy method for customers to make payments electronically via

the Internet

10. Responsive Website Design

Upgrade all SLC Fire websites to designs that are responsive, and can be easily viewed on

mobile devices

11. Sustainable Mobile Platform

Begin the transition to less‐expensive mobile devices for field computer operations,

(MDT, medical reporting, etc)

12. Telestaff Upgrade

Upgrade Telestaff to version 2.8, and setup Auctions for evaluation as an alternative to

vacation draw and shift bid




Human Resources Immediate Goals

1. Implement FMLA program February 2015.

a. More likely to be in Mar‐April timeframe

2. Purchase and implement an LMS system by year’s end, 2015.

a. Researching products 1st qtr 2015

3. Workflows will be created in Cognos for Salary Approvals, Tuition Reimbursement, and

Fitness Facility Reimbursement.

a. Subject to proof of concept with Software Support team

4. Standardize entry work into ONESolution. We have discovered areas of improvement

that by reviewing and making necessary changes will provide us with better reports.

5. Continual implementation of SharePoint for HR to include; storage for documents,

working documents, workflows, etc.

6. Review Job Application System, discuss and review for potential updates. We would like

to look at Sept / Oct for implementation of any changes. A couple of items to look at are

to include importing new hire information into ONESolution and possibly include

schedules for Kronos.

7. New Separation form in Cognos that we can create workflow from, thus eliminating old

separation system.

Intermediate Goals (2 to 3 Year) 1. Employee Online – HR would like to incorporate reimbursement programs on this system

which would include the fitness and tuition reimbursement. Employees would be able to

apply for reimbursements and submit supporting documentation through employee

online. This information would also be attached to their personnel file. After the

employee submitted information a workflow would carry the process from approval

through payment. We would like to incorporate a status update for the employee that

would allow the employee to log into employee online and check the status of their

reimbursement.

2. Electronic Document Management System. HR is currently loading employee personnel

files into Hummingbird. . We would like to examine the possibility of merging this with

SharePoint. Additionally, we would like to look at security access for employees so they

may be able to access their personnel file.

3. Implementation of Job Application System this would include the importing feature into

ONESolution and possibility of Kronos schedule.

City Justice Courts

Immediate Goals 1. Create Small Claims Judgment forms application. This will allow court clerks to

electronically generate the forms for all the small claims cases. These forms are then presented to the plaintiff and defendant.

2. Small claims judgment forms to work with private cases too, not just SLCC.




3. Electronic Minute Entry. This is an application that will generate the minute entry form. It will be used by Judges and clerks during court sessions.

4. Jury IVR. Replace and update the Jury IVR system. 5. Auto Call. Implement this system to call people who are due in court, have a warrant,

and are due for jury service and other notifications. 6. Replace or update phone system. Include Call Center tracking and reporting – who is

waiting, transfers, more professional interaction and capabilities. Spanish Phone Line – Automated, then route to a Spanish speaking employee on a rotation.

7. Continue to improve website by allowing defendants to access case information, bail/fine amounts and payment plan, calendar, update personal information etc.

8. Use more templates, the capability to use more electronic signatures, electronic stamps and seals. Making the forms compatible with the digital signature pads. Defendants could sign the forms and we could save and upload from there without printing any forms.

9. Implement a Spanish voice translator at the front counter with speakers or headphones/headsets.

10. When a defendant pays on‐line and elects to have the receipt sent to them via e‐mail, either 1) have that email address populate the email address field in Coris (it already links to the payment info), or 2) have a CC of the email sent to the court and a court employee can update the cases individually.

Intermediate Goals (2‐3 Years)

1. Put applications, infrastructure and timetable in place to go paperless within 3 years ‐ including scanning stations and electronic signatures and e‐filing.

2. Have CORIS work like ALE’s small claims process, by using Web Services 3. Voice activated‐Word/Excel, like on our phones and the new tablets. 4. Digital (touch) Court Calendar displays next to each courtroom (like federal court’s)

Mayor’s Office Immediate Goals

1. Continue to develop Share Point including the following: Team Discussion to interface with Apple Mac’s, Continue to push out Share Point 2013 features,

2. Bring in a Project Management tool to work on windows and Apple Mac’s.

3. Analyze the existing Board and Commissions process, creating a system that will share information with the public as well as collect applications and information online, and to organize the pieces of each system to make an easy to manage system.

4. Using the Sustainability Dashboard site as a template, create a dashboard showing City projects sharing beginning dates, completion dates and progress on each.


1. Continue to implement SharePoint in the Mayor’s office and other city departments creating an Electronic Document Management to help organize the current administration and will

make it easier to pass on projects and information to the other groups.

2. Continue to evaluate the option for a citywide CRM program.




Police Department The Police Department is the law enforcement agency for Salt Lake City.

Long Term Goals (3‐5 Years) 1. Integration of FirstNet into City First Responder Operations – The implementation of

FirstNet across the country is moving forward quickly. IMS should be ready to deploy and integrate when it comes to Utah.

2. Budget and plan for replacement of expired/outdated technology – The police department has a large amount of technology that supports life safety response. Close relationships that result in realistic budgeting and planning for support and replacement should be a priority.


1. Police Car Technology Upgrade – The police department is at the point of significantly upgrading the technology of the police first responder fleet. Components of this upgrade include (a) replacing Gobi air cards with trunk‐mounted gateways (mobile hotspot) that have GPS tracking abilities; (b) replacing laptops with small tablet computers (Panasonic G1 or M1); and (c) replacing computer mounts with touch screen monitors/docks. This plan would eliminate the need for multiple devices such as e‐ticketing devices and laptops. The identified gateway is ready to deploy on the coming FirstNet network. Although already started, this will be a multiyear project to complete.

2. Consolidated and updated GIS for entire City ‐ Currently the GIS data for the City is coming from multiple sources, and there are different versions of GIS data layers scattered around the different City departments. We would like to suggest that a central source for this data layers be created. This would allow all the departments to have a common source to go to for the most accurate and up to date layers that they use. And would also allow, for those programs not designed to have to depend on a local source, to actively always pull up and display the most up to date versions of these data layers.

3. Mobile Device Management ‐ There are many useful police applications that can be used on tablets and cell phones but cannot be used without MDM due to the fact that the applications access CJIS data and must have 2FA for those devices. MDM would provide the CJIS compliance for cell phones and tablets.

Immediate

1. 2 Factor Authentication ‐ The FBI is mandating 2FA on all devices that access CJIS that are not contained in a secure police facility. The deadline to comply was September 2014 and we are still not completely compliant.

2. MDT access for Bikes and Motors Officers ‐ Mobile Data Terminals (MDTs) are the devices that allow the officers out on the street to gain access to various kinds of information. The officers are becoming more and more dependent on the availability of this information. These devices are normally in the form of a laptop, which are currently limited to officers in cars. There are many ultra‐portable devices available today including devices that will run a full version of Windows 7 or 8. These devices would be the most




useful to the officers because of their ability to perform all of the functions that the MDTs in the car provide.

3. Complete interface with the State for submitting eCitations ‐ A new interface between Salt Lake City and the State needs to be completed. The Interface will need to consume the State’s Web services. Along with the web services the interface will also have to be able to pull data from the Versadex Database and the file servers. These three issues must be addressed for any interface to work properly.

4. Implement LANDesk ‐ Implement and use LANDesk instead of scripts so that it can be used to implement and update MDT/MRE, eMVA and other field applications as needed.

Public Services

Long Term (3‐5 Year Goals) 1. Security – General goal to implement the use of access cards, cameras, etc. to improve

the physical and technical security of the division. 2. Better online registration and payment processes. General goal to provide online tools

and resources to allow citizens to register and pay for division programs among all divisions. Much of this should be covered in a department‐wide work management system (Accela) as referenced in immediate task number one.

3. Siemens upgrading to Sego will require new controllers in all our buildings. Struxureware (upgrade for TacVista).


1. Document Management / Scanning. Continue to implement and further utilize Sharepoint as a department wide document management system.

2. Mobile Devices such as tablets and smartphones. This is a general goal to deploy mobile wireless devices to more people in the field that need to regularly update databases for paper‐saving, and to cut down in data entry. Cost for hardware each unit $100‐500 and $30‐50 per month wireless fees. Much of this will be dictated by those who will need access to department‐wide work management system (Accela) as referenced in immediate task number one.

3. Deployment of GPS units to the rest of the fleet vehicles in our department. Plan on renting units at approximately $35‐40 each for 200+ additional units.

4. (Facilities) Siemens upgrade to Sego 5. Injury reporting. Our department has a Desire to develop reporting that includes all costs

associated with an injury from multiple systems. This would include medical costs, employee time off, equipment or vehicle damage and any other costs relating to workplace injuries. This is currently in the exploration phase.

Immediate Tasks

1. (in process) Implement Accela Asset Management System. This is currently in process as year number one of a five year implementation plan. Licenses have been purchased, and implementation is in process. Accela will track costs, goals, known assets, preventative maintenance tasks and scheduling, planning and customer service requests. This system will show all work orders and all permits in one system. Accela will have everything viewable on GIS maps and will show all project including conflicting projects at a glance




therefore making the city more efficient with better decisions. This system will incorporate the latest in web based interfaces for Citizen and Customers as well as Department field user interface devices and transactions. Estimated cost to be $250,000 per year during five year implementation period.

2. (in process) Parks Reservation System. Finish implementation for MaxGalaxy Parks Reservation System. This is on track to be live by March 2015.

3. Parking enforcement system including an interface with the pay stations, pay by phone, and hand held ticket system. To will work with the current pay‐stations mobile hand printer and computers.

4. Special Events ‐ Accela Citizen Access online simplified forms for public to enter and interact with special events applications.

5. CIP Tracking in Accela. Currently working on developing a workflow to track the CIP process in Accela for our Department. This may eventually be something that can be implemented throughout the City. In evaluation phase currently.

6. Customization to include credit card surcharge in Sportsman (YouthCity) and Max Galaxy (Parks Reservation) systems. Currently there is not a way to do it with either of these vendors Options are being explored to determine cost and time to include the fees when taking online payments through these two systems.

7. Sustainability bin inspection system that interfaces into ACT. Sustainability needs a handheld system to issue citations to citizens that violate the rules relating to trash/recycle bins.

8. Create a GPS Map for cemetery.

Public Utilities

The purpose of the Public Utilities Department is to provide water, waste water, Street Lighting and storm water services that meet or exceed public health and environmental standards while ensuring efficiency, public trust and customer satisfaction.

Long Term Goals (3-5 Years)

1. Combine Billing System and Work Order System together. The projected effort for this project is 1,920 hours.

2. New Lab System. The projected effort for this project is 500 hours. This will include the purchase of an existing system.

3. Radio Meter Reading by Radio Tower or Other Options. This would include the installation of radio towers or an agreement with the Power Company to use existing power poles to transmit radio reading signals. Programming will be needed to connect the data base information with the Pubs. This would allow the reading of meters at any time. The projected effort for this project is 500 hours.

Immediate Goals

1. Continue updating the Rewrite of the Utility Billing System. The current Public Utilities Billing System is currently 14 years old. The project is almost complete but requires some reports and screen changes to finish the project. A rewrite is needed to update both the functionality and the technology behind the PUBS system. The estimated effort is 2,000 hours.




2. New Cross Connection System. The existing cross connection database system is not Windows 7 compatible and will need to be updated to run on current operating system or be part of the existing re‐write of the Utility Billing System. The projected effort for this project is 1,000 hours.

3. Update our Billing System to handle new changes to the Hive Pass being proposed. 4. Design a program for data management for our Pretreatment and Storm water Section.

The projected effort for this project is 500 hours. 5. Design a program to manage our Water Source and Supply. This will need to pull data in

from our Treatment Plants, Water SCADA System and Snow Tel Sites. This will automate our extensive excel spreadsheets into one data base.

6. Design a program to share data between Tanner Ditch Irrigation Company and our PUB’s system on water stock transfers.

7. Upgrade our existing web payment screen to handle additional types of service requests. 8. Continue to upgrade our existing Water Quality Tracking System (STAR) ‐ New system for

water quality tracking would combine water quality data from our existing access program in each of our existing water treatment plants into one data base. This would allow better analysis and review of water quality data. This will have the ability to pull data from our test labs to monitor water quality across the water system. The projected effort for this project is 1,000 hours. This is currently in the testing phase.

9. Upgrade Project Tracking System or Purchase a New System. The current system was designed over twenty years ago by an outside consultant. It needs to be updated to provide easier access by employees and management. The current system is hard for IMS to support and modify. The expected effort for this project is 2,000 hours.

10. Share Point – Record Management Implementation – The Department is making document management a top priority this year. It is currently looking at doing a pilot program with Share Point this next year. The Department is currently using Hummingbird in five areas and wants to implement record management across the Department. This will require some contractual assistance and participation by the IMS Department. Projected effort for this project is 80 hours. The Department has hired a consultant to help organize and set up basic system.

11. Accela – The Accela project seeks to improve the permitting process in the City. Implementation of the permits issued at Public Utilities is projected to require about 80 hour’s effort.

12. Sewer SCADA System – The existing system which monitors and controls the sewer treatment plant is ten years old and needs to be upgraded or replaced. This would improve operations at the plant and increase safety levels. This is currently under contract.

13. Implement the use of our existing City Works Work Order System into our Water Treatment Plants and Water Reclamation Plant. This would replace an old outdated system to provide better information to management on a Department wide basis. We are currently looking at contracting this service out to a third party.

14. Expand IVR System to Include Spanish Language. The projected level of effort is 160 hours.

15. Rewrite Revenue Management System to provide more information to our customers and managers. The projected effort for this is 1,000 hours.

16. Continue to upgrade mobile device systems. This will allow our field employees to access and update work orders and map information in the field.

17. Create a shadow data base for meter read up load and down load to phase out the Itron meter reading handhelds for route cleanup. This would not post to Pubs.




Redevelopment Agency The Salt Lake City Redevelopment Agency exists to improve blighted areas of Salt Lake City, encourage economic development of the city, encourage the development of housing for low and moderate income households within the city, and encourage compliance with and implementation of the Salt Lake City Master Plan.


1. Improved efficiency in achieving the goal of a paperless office. City Council submittals are currently provided in .PDF format.

Intermediate Goals (2‐3 Year goals)

1. RDA continues to acquire and use portable equipment. This equipment includes the user of dockable laptop computers and PDA’s for staff

2. RDA has acquired GIS software to aid in the development of custom maps. The office participates in available GIS training opportunities and eagerly awaits further refinements to the IGIS application

3. RDA continues to strive to discover and employ paperless office technologies hat permit staff and constituents to operate with a minimum of paper. The city’s planned document system is seen as key to achieving this goal.

Immediate Goals

1. The RDA like many city departments continues to drown in a sea of cellulose. Document management is needed to efficiently store and index documents. Participation in an enterprise document management system is seen as a way to accomplish this coal. RDA has acquired copiers with integrated scanners that can be employed to capture documents for electronic document management.

2. The RDA is anxious to expand the use of Laptop and Tablet computing devices in their presentation and field work. They are receptive to recommendations for cloud storage as well as tools that can be employed to achieve increased efficiency.

3. The RDA would like to investigate and use Electronic Document Signatures.




Appendix A – Systems Steering Committee Policy and Procedures

(Continued on next page)

4.01.04 Systems Steering Committee/Information Technology Master Plan Policy

RESPONSIBLE CITY AGENCY: Information Management Services Department KEYWORDS: compatibility, duplication, strategic plan, software, hardware 1. General

1.1. The City shall develop an Information Technology Master Plan, which shall address the following: software compatibility with City systems, hardware compatibility with City infrastructure, reduction of system duplication, security of networks, fostering innovation, increasing public engagement, and efficiency and effectiveness in information management systems.

1.2. The City shall empanel an internal working group, hereafter referred to as the Systems

Steering Committee, to develop and maintain the Information Technology Master Plan.

1.3. The makeup and operation of the Systems Steering Committee shall be detailed in the procedures associated with this policy.

2. Responsibilities

2.1. The Systems Steering Committee shall be responsible for developing an Information Technology Master Plan and for prioritizing information system acquisition, development, and use consistent with the Plan.

2.2. The Systems Steering Committee shall be responsible for making recommendations to

the Administration and the City Council for capital IT projects.

2.3. The Systems Steering Committee shall develop procedures to govern its responsibilities under this policy.

2.4. The Systems Steering Committee shall develop procedures for coordination and

integration of systems. Potential interface and compatibility issues will be agreed upon in advance of any change or implementation and will be addressed through the IT Systems Steering Committee as an agenda item for discussion.

3. Information Technology Master Plan

3.1. The Mayor or his/her designee, upon recommendation by the IT Steering Committee and Chief Information Officer, shall approve the IT Master Plan and shall submit to the City Council a prioritized list of technology projects for consideration during the annual budget process.

3.2. Those responsible under this policy shall cooperate to assure that City information

systems and decisions are consistent with the Plan. 4. Policy Scope

4.1. The City recognizes there are efficiencies that can be realized by coordinating IT activities and resources. The primary objective of this policy is to ensure coordination of and collaboration on IT related activities in the City.

4.2. IT systems unique to a specific department that fill a specialized function unique to that

department or those which operate independently of the City’s network are exempt from this policy.

4.3. Systems that are mandated by Federal or State rules, regulations, statutes, or law are

exempt from this policy.

4.4. The Chief Information Officer shall regularly review information management systems and decisions to assure consistency with the Plan.

4.5. If or when the Chief Information Officer determines that an information system or

decision is inconsistent with the Plan, he or she shall notify the affected City department.

4.6. Upon notification by the Chief Information Officer, a City department shall modify a

system or decision or shall request a review of the Chief Information Officer’s determination by the IT Steering Committee.

4.7. City departments shall follow the recommendation of the IT Steering

Committee or request a review of the matter by the Mayor’s Chief of Staff or his/her designee.

4.8. The requirements of this policy shall not apply to information management activities

and decisions made during a disaster or in an emergency situation.

4.9. Information management decisions made prior to the publication of this policy are not subject to review under this policy.

CURRENT REFERENCES: EFFECTIVE DATE (date signed by Acting Mayor): January 18, 2011 EFFECTIVE DATE OF REVISION (Date signed by Mayor): July 27, 2012

Systems Steering Committee Operating Procedures

In accordance with Salt Lake City Policy 4.01.04, the Systems Steering Committee has been

established. The purpose of this committee is to:

• Provide IMS the guidance, direction, and financial oversight needed to effectively

use technology to enhance the goals and objectives of the City and better serve the

public.

• Increase efficiency and effectiveness by looking at the technology needs of the City

as a whole.

• Ensure the security of the City’s networks and information

• Eliminate duplication of systems

• Ensure technology decisions meet the needs of the department and the City as a

whole

• Ensure compatibility with the strategic Information Technology Master Plan of the

City

• Plan for IT projects requiring a significant capital investment

These are the procedures that will guide the Committee in accomplishing these goals.

1. Composition of the Committee.

1.1. The Committee shall consist of up to 5 members.

1.1.1. The Chief Information Officer or Director of the Information Management

Services department or their designee.

1.1.2. At the discretion of the Mayor’s Chief of Staff, 2 department Directors shall be

appointed to the Systems Steering Committee.

1.1.2.1. Directors may delegate this to the appropriate person within their

department.

1.1.3. Optionally, a representative from the Mayor’s Office in invited to participate

1.1.4. Optionally, a representative from the City Council Office is invited to

participate

2. Roles and Responsibilities.

2.1. The Chief Information Officer shall serve as the Chair of the Committee.

2.2. The Chair shall be responsible for the following administrative tasks:

2.2.1. Scheduling of meetings.

2.2.2. Preparation and publishing of agendas and minutes of the meetings.

2.2.3. Compilation, editing, and publication of the Information Technology Master

Plan.

2.3. Departments are responsible for their respective sections of the IT Master Plan and

shall work with IMS to include immediate, intermediate, and long term goals and

objectives.

2.4. The Committee shall be responsible to review, analyze, and make recommendations

for the IT Strategic Master Plan document.

2.5. The Committee shall be responsible to review, analyze, and make recommendations

for IT initiatives that are citywide in nature such as, but not limited to, enterprise level

systems, infrastructure updates, and/or changes in policy or direction of IT services.

2.6. IMS shall provide support staff to the Committee. They will:

2.6.1. Keep and prepare meeting minutes for review and approval by the Committee.

2.6.2. Based on the recommendations of the Committee, IMS shall be responsible for

the preparation of appropriate documentation for submission of budget

requests for IT projects requiring additional funding.

2.6.3. Perform other duties as assigned

3. Meetings. The Committee shall meet at a minimum quarterly. Additional meetings may be

scheduled as needed

3.1. Meetings are open to all City personnel

3.2. Meetings shall be scheduled in January, April, July, and October

3.3. Additional meetings may be called as needed by any member of the Committee

3.3.1. The Committee member may make the request verbally, via email, or in

writing to the Chair

3.3.2. When a request for an additional meeting is received, the Chair shall schedule

a meeting at the first opportunity convenient to the members of the

committee

3.3.3. Ad hoc meetings can be held via telephone conference call or email

3.4. Summary minutes and notes shall be taken for all Systems Steering Committee

meetings

3.5. Meeting minutes shall be published to the City’s internet website (slcgov.com)

4. Information Technology Strategic Master Plan.

4.1. IMS shall, in conjunction with the departments, identify the technology needs of each

department on an annual basis. This must be completed in time for the Steering

Committee to review, analyze, and make recommendation to the Administration as

port of the annual budget process

4.2. Departments are responsible for ensuring funding and other resources are available

for the technology initiatives specific to their areas.

4.3. The IT Strategic Master Plan shall be reviewed by no less than 3 external entities to

include:

4.3.1. Independent Information Technology groups such as Gartner, IDG, Forrester,

etc.

4.3.2. IT Directors/CIO from outside entities including at least 2 local governments.

4.3.3. Their written comments shall be provided to the Systems Steering Committee.

4.4. IMS will review each department’s technology needs in an effort to:

4.4.1. Identify redundant requirements/requests and areas where departments can

make use of or expand the use of existing technologies

4.4.2. Identify duplicate requirements/requests where multiple departments or

divisions have identified a specific need

4.5. Each project will be assigned a sponsor, typically from the submitting department.

4.6. Based upon recommendations from the Systems Steering Committee, IMS shall

prepare the necessary documentation to be submitted as part of the IMS budget

request for all IT initiatives identified as serving multiple departments.

5. Changes or revisions to this procedure require a vote of the Committee and approval from

the Mayor’s Chief of Staff.




Appendix B – IMS Services Catalog

(Continued on Next Page)

Revised on: Tuesday, January 20, 2015

INFORMATION MANAGEMENT SERVICES

SERVICE CATALOG © 2015 SALT LAKE CITY CORPORATION


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This is a comprehensive listing of the products and services provided by IMS.

CONTENTS

Network Services ............................................................................................................................... 3

Software Support ............................................................................................................................... 6

Software Engineering ........................................................................................................................ 7

Business Analyst ................................................................................................................................ 7

Legal and Forensics ................................................................... Error! Bookmark not defined.

Audio and Video Services .................................................................................................................. 8

Web Hosting and Design ................................................................................................................... 9

Graphical Information Systems (GIS) ............................................................................................ 10

Training ............................................................................................................................................. 11

Contact IMS ..................................................................................................................................... 12

Service Level Agreements ................................................................................................................ 13

Billing Model Based on Fund Type ................................................................................................. 14

General Fund Departments ......................................................................................................... 14

Infrastructure ........................................................................................................................... 14

Approved Equipment (See Appendix B for Qualifications) .................................................... 14

Core/Standard Software .......................................................................................................... 15

Help Desk Support ................................................................................................................... 15

Software Support ...................................................................................................................... 15

Software Development ............................................................................................................. 16

Legal and Forensics .................................................................................................................. 16

Audio/Video Services ............................................................................................................... 16

Web Hosting and Design .......................................................................................................... 17

Graphical Information Systems ................................................................................................ 17

Training ..................................................................................................................................... 17

Enterprise and Internal Service Funds ....................................................................................... 18

Appendix A ................................................................................. Error! Bookmark not defined.

Appendix B ................................................................................. Error! Bookmark not defined.


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NETWORK SERVICES

Help Desk Services

User ID Services o Account Creation o Access Rights and Privileges o Network Data Storage o Account Management o Account Disable o Network Passwords o Create, Change

Hardware (Installation, Configuration, Troubleshooting) o Personal Computers o Laptops/Notebooks o Tablets o Printers and Scanners o Smartphones and PDA’s

Lifecycle Management Asset and Configuration Management Procurement/Purchasing Software License Management Software Support

o Assist Users with Issues Related to All City Used and Owned Applications o Software Installation, Configuration and Setup

Level 1 Support o Technical Support Utilizing Phone Support and Remote Control Software

Level 2 Support o Technical Support Through an On-Site Technician o Moves/Adds/Changes o Coordinate any moves/adds/changes of equipment on customer premise

CLICK HERE FOR HOURS OF OPERATION OR TO CONTACT IMS


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Infrastructure

Future Planning and Administration Coordination of Licensing Troubleshooting and Repair Setup, Configuration and Deployment Maintenance and Upgrades

Infrastructure Equipment and Services Covered in this Section Include:

o IP Telephony and Voicemail Utilizing AVST Technology Phone Service Utilizing (VOIP) “Voice Over IP” Technology Manage Calling Trees and Assist with Recordings

o Switches and Routers o Telecommuter Setup and Support (VPN) o Wireless Networking

Security

Email/Spam Filtering Firewall Maintenance and Configuration Penetration Testing/Security Audits Web Filtering and Reporting Reports Available Upon Request by Department Heads Virus and Malware Scanning Virtual Private Networking (VPN) Intrusion Prevention Services Alarm Systems Video Surveillance

Local Area Network Administration

Setup and Installation of New Servers Administration of Microsoft Network Operating System Manage the Backup and Restoration of All Critical City Data Level 3 Support

o Troubleshooting Problems with the Internal Network and/or Servers o Future Planning Concerning Network Configuration


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Telecommunications

IP Telephony and Digital Phone Sets o Installation/Moves/Changes o Administration/Configuration o Troubleshooting/Repair o Call Recording and Playback

High Speed Microwave Communications o Point to Point o Generally speeds ranging from 40 to 300Mbps o Typically for Medium sized deployments of 20 to 40 people at remote locations o Point to Multi-point (Canopy) o Generally speeds ranging from 10 to 20 Mbps o Typically for Smaller sized deployments of 2 to 20 people/devices at remote locations

Cabling Services o Limited Cabling and Data Jack Services o Most Large Installations are Contracted Out to 3rd Party Vendors

Fax Services o Centralized Network Fax Machines and Individual Fax Machines

Assist with Setup and Configuration of Individual Fax Machine or Server Troubleshooting, Maintenance and Repair of Hardware or Server

o Tracking of Licensing o Training

Audio/Video Conferencing o Audio Conference Bridging o Century Link Bridging Services o Audio/Video Conferencing

Webex


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SOFTWARE SUPPORT

Vendor Provided Software o Installation of client/server, web and mobile applications

o Maintenance

o Troubleshooting applications

o Installing patches and updates

o System administration

o Interface between vendor software and City applications

o Custom report creations using SAP, IBM and Microsoft reporting tools

o Small applications development using Microsoft Visual Studio

o Training

Onsite training when necessary In office training in our IMS training center


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SOFTWARE ENGINEERING

Software Development o Network/Desktop Applications

Develop applications for the user, designed to meet the specific needs and demands of the user while including security controls to provide appropriate levels of access and console programs to process data and written reports to provide needed information for the user.

o Web Applications Develop web based applications that can be used to meet the needs of the

city’s internal users, and the public while ensuring that they are secure. Write web services to handle secure transmission of data between

application databases and web applications. o Mobile Applications

Develop mobile applications designed to run specific tasks on most commonly used mobile platforms for both internal and external users.

Develop Interactive Voice Recognition system (IVR) that will leverage voice recognition to assist citizens with performing tasks over the phone.

o GIS – Geographical Information Systems Administer, Support and Develop systems that use a GIS component

(ARC-GIS). Develop processes that allow for integrating disparate systems with

database structures that are efficient, secure, and support the goals of the end users.

Provide backup, restoration and replication of structure in database try to provide both a development and a production version for upgrades and testing.

o Server Support Setup and maintain specialized servers to support application

development (GIS, IVR, Reporting Services, SQL, etc).

Software Maintenance

All of the systems/applications that IMS develops/integrates are maintained internally by IMS personnel. Constant upgrading and modifications of these systems are necessary to keep up with the demands of City employees and the citizens of Salt Lake City.

These tasks include:

Database Administration including the Data Backup and License Tracking Troubleshooting, Maintaining and Upgrading/Enhancing Applications and Code


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O

AUDIO AND VIDEO SERVICES

Video Production: o Messaging and communication planning o Video, Messaging, and Communication consultation o Pre/post-production planning o Script writing o Filming o Editing o Full Service Post Production and Graphics o Voice Over Recording o Motion Graphics o Video Encoding o Duplication and dissemination

Informational videos, announcements, press conferences, public service

announcements, training videos, outreach messaging

Live Television Broadcast of Council Meetings and other Board Meetings

Other assigned video projects as requested by City Departments


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WEB HOSTING AND DESIGN

Maintain, Edit and Update all customer facing and internal websites in the City o HTML, Drupal and WordPress o Create graphics and stylesheets for mobile and web apps o Web security, IIS logs and web statistics o Maintain the publishing servers for web site changes o Maintain site to site replication software for development to production web page

administration o Weekly and monthly maintenance on all internal web servers and sites

Provide web training to all City Departmental Webmasters

Design and implement application interfaces

Take photographs and maintain a City photo gallery

Maintain the information on the SLC Infobase

Administration of Sharepoint 2007 and 2010 web applications

o Sharepoint setup, administration, user training and permissions


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GRAPHICAL INFORMATION SYSTEMS (GIS)

Configuration of mapping interface with other applications

New map creation

Update of existing maps

GIS Automation o Write scripts to automate workflows o Map Automation – production quality maps generated from business rules o PDF Map Automation – digital maps from business rules o Google Earth Automation – generate files that will open in Google Earth to highlight

particular features o Geocoding – map point or line features based upon addresses

GIS Analysis

o Multi-criteria sustainability analysis – find areas that have distinct characteristics based upon multiple weighted inputs

o Travel Time Analysis – population related analysis o Demographic Studies – regional population characteristics o Density or Heat Mapping – show concentrations of events such as accidents, crimes, etc o Change Analysis – given two datasets that are snapshots in time, and find the differences o Spatial Data Aggregation – summarize occurrences of a phenomena by region o 3D Line of Site Analysis – Visual analysis based on modeling o Spatio-Temporal Animation – watch data (such as sales tax) fluctuate across the City over

time

Cartography – production quality maps

GPS (Global Positioning System) – Advise on accuracy of locating assets


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TRAINING

Core software training o IMS offers computer based tutorial and videos on the commonly used applications such

as Word, Excel, Outlook, and PowerPoint. o Instructor led training is available through one of our corporate training partners.

Instructor led training is billable to the requesting department.

Application Specific Training o Customized training regiments for internal/external applications O These training classes can be customized to be held “onsite” at IMS, or in the field where

necessary.


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CONTACT IMS

Front Office

To contact IMS Administration please call the Front Office at 801-535-7948

Help Desk

Regular Hours of Support

7am and 6pm (Monday – Friday)

IMS provides an “After Hours” support technician for both Network and Remote Access Services.

**Charges may apply for “After Hours” support.

Please contact IMS by phone or email if you have any service issues, requests or questions.

Support By: 801-535-7272 or Send Emails to: [email protected]

Ordering

For new hardware and software purchases please contact your departments approved requestor.

If you do not know who this is, you can contact the IMS Helpdesk via 801-535-7272


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SERVICE LEVEL AGREEMENTS

Response Times relate to the amount of time to “notify” the department or individual(s) that the issue has been recognized by IMS and will be acted upon. It does not relate to the amount of time necessary to remedy the issue.

Priority Response Time What is affected?

One Immediately upon notification, or when the problem is identified.

Major System(s) and/or Network Down. All City Users, and/or Large Segment of City are Down/Affected.

Two 4 Hours or Less Localized Group/Area is Down, or Specific (Non-Critical) Application is Offline.

Three 24 Hours or Less Individual Workstation or Printer is Down or Having Issues.

Four 1 to 3 weeks (Based on Availability of Resources)

Desktop Installations or Non-Critical Problems in the Field


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BILLING MODEL BASED ON FUND TYPE

GENERAL FUND DEPARTMENTS

NOTE: Equipment currently owned by the department is still owned by the department and does not qualify for replacement in the rental program.

If the department has equipment they wish to have upgraded to the rental program, money must be set aside into the proper fund and the equipment must be included into the IMS Budget by the February before the next budget year.

The majority of IMS funding comes from a non-departmental allocation from the General Fund and cover the following Services and Equipment:

INFRASTRUCTURE

o This includes all existing servers, network, cabling, and equipment related to the City’s data centers.

APPROVED EQUIPMENT (SEE APPENDIX B FOR QUALIFICATIONS)

o Computing Equipment Standard Model

Standard Desktop Computer with Standard Keyboard and Mouse o Standard Single Monitor

Standard Notebook Only (If qualified) Standard Tablet + Case (If qualified)

o Approved Printers Must meet the following requirements:

Must be a HP LaserJet Printer o Must include a 3 year warranty

Must NOT be connected directly into a computer Must be connected directly into the City’s Network

o Drivers will be installed from a Print Sever o PCID and Print Name will be assigned

Must be shared by five or more employees o Exceptions on a case by case basis

o Standard IP Desktop Phone with Handset


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CORE/STANDARD SOFTWARE

o Core software installed on all city computers regardless of the function of the computer or the job duties of the individual using the computer. Core Software Includes:

Informix SDK Internet Explorer LanDesk Remote Support and Management McAfee Anti-Virus Microsoft Office Standard Edition Microsoft Office Communicator SLC Developed Apps

o Standard Software still covered by IMS but is only installed as needed and will require a license before installation. Standard Software:

Accela Land Use and Service Requests Abode Acrobat Standard Microsoft Expressions Web Pro OneSolution Financials

HELP DESK SUPPORT

o The primary contact for most IMS services is the IMS Help Desk. There is no charge to any employee or department for calling the help desk although there may be charges associated with the purchase of goods or materials. CLICK HERE FOR HOURS OF OPERATION OR TO CONTACT IMS

SOFTWARE SUPPORT

o The software support team provides the maintenance and support of third party applications such as OneSolution, Accela, or Faster. There is no charge to any employee or department for services provided by the Software Support team although there may be charges for additional software licenses or consulting services provided by third party providers.


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SOFTWARE DEVELOPMENT

o IMS’ philosophy on software development is to purchase software where something is commercially available that will meet the requirements of the department. Where no such package exists or where the existing options do not adequately address the need, IMS has the ability to develop software internally. The Software development team designs, develops, implements, and maintains hi-quality custom software to meet the specific business requirements of departments. There is no charge to departments requesting software development services or for maintenance and enhancement to systems developed internally. Development and maintenance costs are tracked to show the true cost of the effort.

LEGAL AND FORENSICS

o IMS maintains the ability to provide forensic investigations associated with employee use of City computers. Also provided are the services associated with litigation digital discovery. There is no charge for these services. There may be a charge where outside consulting may be needed or where additional hardware or software is required.

AUDIO/VIDEO SERVICES

o IMS has the ability to produce audio and video content and operates SLCTV, the City’s government access channel. There is no charge for AV services related to press conferences, public announcements, public meetings, or special events. There may be a charge associated with productions that are specific to the functions of a single department or division.


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WEB HOSTING AND DESIGN

o IMS has the ability to develop and deploy websites on the following platforms: SharePoint Drupal WordPress DotNetNuke Traditional HTML.

o There is no charge for website development or maintenance. There may be a charge where custom templates, plug-ins, or components are needed from outside providers.

GRAPHICAL INFORMATION SYSTEMS

o IMS maintains the skill set needed to produce hi-quality maps and perform analysis on spatial information contained in the City’s GIS. There is no charge for these services. There may be a charges associated if outside consulting or additional hardware/software is required.

TRAINING

o IMS offers numerous training classes on core software packages. There is no charge to any employee or department for training classes offered by IMS. The may be charges associated with the purchase of training materials or when an outside trainer is engaged for a specific topic.

o Training Information is published at: http://ims/Lists/Training%20Links/AllItems.aspx


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ENTERPRISE AND INTERNAL SERVICE FUNDS

All enterprise and internal service funds will continue to pay actual costs based on the employee’s usage.

The following chart details the cost of services based on the level of use of an employee.

User with Department Owned Equipment

User Level Monthly Amount Annual

Limited User $50 $600 Email account, Employee On-line, KRONOS

Task User $150 $1,800 Plus Core software

Power User $350 $4,200 Plus one specialized software

Mobile User $500 $6,000 Plus specialized software + mobile devices

User with Rental Equipment

Limited User $50 $600 Email account, Employee On-line, KRONOS

Task User $160 $1,920 Plus Core software

Power User $365 $4,380 Plus one specialized software

Mobile User $542 $6,504 Plus specialized software + mobile devices

Items Included

Phone –Based Service and Equipment Core Software and Licenses Approved Standard Equipment Infrastructure, Network, Hardware and Helpdesk Support

STANDARDIZED EQUIPMENT

Job TitlePay

GradeStandard

Setup ORAlternative

SetupOptionalAdd-On

9 HOLE GOLF CLUB PROFESSIONAL 027X Desktop OR Virtual

ACCOUNTANT I 020X Desktop OR Virtual

ACCOUNTANT I - SEASONAL 020X Desktop OR Virtual

ACCOUNTANT II 022X Desktop OR Virtual

ACCOUNTANT III NON UNION 025X Desktop OR Virtual

ACCOUNTANT III UNION 025U Desktop OR Virtual

ACCOUNTANT IV 027X Desktop OR Virtual

ACCOUNTING CLERK III-89 015X Desktop OR Virtual

ADMIN ASST TO OFFICE OF MAYOR 021X Desktop OR Notebook Tablet

ADMIN SECRETARY I NON UNION 018X Virtual OR Desktop

ADMIN. ASSIST-APPOINTED-200 024X Desktop OR Notebook Tablet

ADMINISTRATIVE ASST MAYOR SPEC 021X Desktop OR Notebook Tablet

ADMINISTRATIVE SEC I UNION 018U Virtual OR Desktop

ADMINISTRATIVE SECRETARY II 021X Virtual OR Desktop

ADMINISTRATIVE SERV DIR - POL 031X Desktop OR Notebook Tablet

ADMINISTRATIVE SERV DIV DIR 035X Desktop OR Notebook Tablet

ADMN ASST/AIRPORT GRAMA COORD 022X Desktop OR

AIR OP SUPER SECURITY/COMMUNIC 035X Desktop OR

AIR OPER MANAGER/COMMUNICATION 029X Desktop OR

AIR OPER SPECIALIST AIR UNION 023U Desktop OR

AIR OPER SUPER AIR/TERMINAL OP 035X Desktop OR

AIR OPER SUPER/ACCESS CONTROL 025X Desktop OR

AIR OPER TERMINAL LANDSIDE SUP 025X Desktop OR

AIR SIGNS GRAPHIC DEISGN SUPER 025X Desktop OR

AIRFIELD MAINT EQUIP OP IV 020X Desktop OR

AIRFIELD MAINT EQUIP OPER III 018X Desktop OR

AIRPORT ARCHITECT 036X Desktop OR

AIRPORT COMMERCIAL VEHICLE INS 018X Desktop OR

AIRPORT CONSTRUCTION MANAGER 027X Desktop OR

AIRPORT CONTRACT SPECIALIST I 027X Desktop OR

AIRPORT EMPLOYMENT SRVS COORD 021X Desktop OR

AIRPORT ENVIRONMENTAL PROG MGR 033X Desktop OR

AIRPORT FACILITIES ASSETS MGR 031X Desktop OR

AIRPORT FIELD TECHNICIAN 022X Desktop OR

AIRPORT FLEET MANAGER 031X Desktop OR

AIRPORT FLEET/WAREHOUSE OP MGR 027X Desktop OR

AIRPORT GDS/PV SUPER-95 023X Desktop OR

AIRPORT INFO TECHNOLOGY MGR 036X Desktop OR

AIRPORT LANDSD OPS OFF 018X Desktop OR

AIRPORT LEAD SIGN TECHNICIAN 021X Desktop OR

AIRPORT MAINT OPS SUP MANAGER 031X Desktop OR

AIRPORT MAINT SUPERINTENDENT 032X Desktop OR

Standard Computer SetupDetermine what you qualify for. Add‐on requires approval.

Job TitlePay

GradeStandard

Setup ORAlternative

SetupOptionalAdd-On


AIRPORT MAINT. MEC. II-95 020X Desktop OR

AIRPORT MAINTENANCE MANAGER 031X Desktop OR

AIRPORT OPER MANAGER PARKING 031X Desktop OR

AIRPORT OPER MGR EMER SAFETY 029X Desktop OR

AIRPORT OPER MGR GROUND TRANS 031X Desktop OR

AIRPORT OPER MGR SAFETY PROG 029X Desktop OR

AIRPORT OPER SPEC TERM - UNION 023X Desktop OR

AIRPORT OPER SPEC TERM - UNION 023U Desktop OR

AIRPORT OPER SUPER LANDSIDE 035X Desktop OR

AIRPORT OPER SUPER/COMMUNICATI 024X Desktop OR

AIRPORT OPERATIONS MANAGER 029X Desktop OR

AIRPORT OPERATIONS MANAGER- TE 029X Desktop OR

AIRPORT OPERATIONS MGR/SECURIT 029X Desktop OR

AIRPORT POLICE CAPTAIN 034X Desktop OR

AIRPORT POLICE CHIEF 039X Desktop OR

AIRPORT POLICE EOD SERGEANT 029X Desktop OR

AIRPORT POLICE LIEUTENANT 032X Desktop OR

AIRPORT POLICE OFFICER II 021X Desktop OR

AIRPORT POLICE SERGEANT 029X Desktop OR

AIRPORT PRINCIPAL PLANNER 026X Desktop OR

AIRPORT PROCURE SPEC. UNION 021U Desktop OR

AIRPORT PROPERTY SPECIALIST I 024X Desktop OR

AIRPORT PROPERTY SPECIALIST II 027X Desktop OR

AIRPORT RESCUE FIREFIGHTER II 023X Desktop OR

AIRPORT RESCUE FIREFIGHTER III 027X Desktop OR

AIRPORT RISK MANAGEMENT COORD 024X Desktop OR

AIRPORT SENIOR PLANNER 029X Desktop OR

AIRPORT SIGN TECHNICIAN II 020X Desktop OR

AIRPORT SURVEYOR 030X Desktop OR

AIRPORT TECH SYSTEMS SUPER 036X Desktop OR

AIRPORT TENANT RELATIONS COORD 027X Desktop OR

ALARM SYSTEM PROG COORD. UNION 020U Desktop OR

AP ENG RECORDS PROG SPEC UNION 020U Desktop OR

AP LIGHTING & SIGN TECHNICIAN 020X Desktop OR

AP OPERATIONS COORDINATOR II 015X Desktop OR

APPOINTED SR CITY ATTORNEY-01 039X Desktop OR

ARBORIST III 020X Desktop OR

ARCHITECTURAL ASSOC IV UNION 024U Desktop OR

ARCHITECTURAL ASSOCIATE III 023X Desktop OR

ARPRT MAINT OP SUPERINTENDENT 034X Desktop OR

ARPRT OPERATIONS COORDINATOR I 014X Desktop OR

ARTS ADMINISTRATOR 022X Desktop OR Notebook Tablet

Job TitlePay

GradeStandard

Setup ORAlternative

SetupOptionalAdd-On


ARTS COUNCIL EXEC. DIRECTOR 030X Desktop OR Notebook Tablet

ASPHALT EQUIP OPER SEAS SEAX Desktop OR

ASPHALT EQUIP OPERATOR II 018X Desktop OR

ASSISTANT COMMUNICATIONS DIR. 029X Desktop OR Notebook Tablet

ASSISTANT PLANNING DIRECTOR 034X Desktop OR Notebook Tablet

ASSISTANT TO CHIEF OF STAFF 029X Desktop OR Notebook Tablet

ASSISTANT TO THE MAYOR - 00 024X Desktop OR Notebook Tablet

ASSOC. CITY PROSECUTOR-699 026X Desktop OR

ASST GOLF CLUB PROFESSIONAL 020X Desktop OR

ASST GOLF COURSE SUPERINTENDEN 020X Desktop OR

ASST WATER METER RDR SUPER 021X Desktop OR

ASST. CITY PROSECUTOR-699 029X Desktop OR Notebook / Tablet

ASST. DIR./ARTS COUNCIL-90 025X Desktop OR Notebook Tablet

AVIATION SERVICES MANAGER 031X Desktop OR

BATTALION CHIEF-81 033X Desktop OR Notebook Tablet

BEAUT MAINTENANCE WRK II 013X Desktop OR

BEAUTIFICATION MAINT. WKR-84 012X Desktop OR

BICYCLE PEDESTRIAN COORDINATOR 026X Desktop OR

BILLING OFFICE SUPERVISOR 023X Desktop OR

BUDGET AND ACCOUNTING ANALYST 026X Desktop OR

BUDGET AND REPORTING MANAGER 032X Desktop OR

BUDGET DIRECTOR 036X Desktop OR Notebook Tablet

BUILDING EQUIP. OP. II - 95 018X Desktop OR

BUILDING INSPECTOR I 017X Desktop OR Notebook Tablet

BUILDING INSPECTOR II 019X Desktop OR Notebook Tablet

BUILDING INSPECTOR III UNION 025U Desktop OR Notebook Tablet

BUILDING OFFICIAL-1299 035X Desktop OR Notebook Tablet

BUILDING SERVICES & LIC. MGR 032X Desktop OR Notebook Tablet

BUS. LICENSE ENFORCE. OFFICER 017X Desktop OR

BUSINESS LICENSE ADMIN.-92 024X Desktop OR

CANYON WATER RIGHTS & PROPERTY 022X Desktop OR

CAPITAL PROJECTS/BUDGET MNGR 030X Desktop OR Notebook Tablet

CARPENTER II-95 020X Desktop OR

CASH MGT ASSESSMENTS ANALYST 027X Desktop OR

CASH MGT/INVEST ANALYST-200 027X Desktop OR

CD PROGRAMS AND GRANTS SPEC. 025X Desktop OR

CHIEF DEPUTY RECORDER 1098 026X Desktop OR

CHIEF ENGINEER-P.UT.-92 035X Desktop OR

CHIEF OF POLICE-90 041X Vitual OR Tablet Notebook

CHIEF OF STAFF 041X Desktop OR Notebook Tablet

CHIEF PLANS EXAMINER 027X Desktop OR

CHIEF PROCUREMENT OFFICER 033X Desktop OR

Job TitlePay

GradeStandard

Setup ORAlternative

SetupOptionalAdd-On


CITY ATTORNEY 041X Desktop OR Notebook Tablet

CITY CONTRACTS ADMINISTRATOR 029X Desktop OR

CITY COURTS ADMINISTRATOR 033X Desktop OR

CITY ENGINEER-92 039X Desktop OR Notebook Tablet

CITY PAYMENTS PROCESSOR 015X Desktop OR

CITY PROSECUTOR-92 039X Desktop OR Notebook Tablet

CITY RECORDER 033X Desktop OR Notebook Tablet

CITY SEXTON 028X Desktop OR

CITY SURVEYOR 030X Desktop OR

CITY TREASURER 037X Desktop OR Notebook Tablet

CIVIL MAINTENANCE WARRANTY 026X Desktop OR

CIVILIAN REV BOARD INVEST 035X Desktop OR

CLEAN-UP EQUIP OPER- SEAS SEAX OR

CLEANUP OPERATOR II 018X OR

COALITION COORDINATOR - APPTD 021X Desktop OR

CODE ENFORCEMENT OFFICER SEAX Desktop OR Notebook Tablet

COLLECTIONS MANAGER 030X Desktop OR Notebook Tablet

COLLECTIONS OFFICER 020X Desktop OR

COM AFFAIRS/ADA ANALYST 026X Desktop OR

COMM AND CONTENT MGR MAYOR'S 021X Desktop OR Notebook Tablet

COMM E-911 OFFICE FACIL UNION 019U Desktop OR

COMMERCIAL MANAGER AIRPORT 035X Desktop OR

COMMUNICATION DIRECTOR 039X Desktop OR Notebook Tablet

COMMUNICATION TECH FIRE UNION 022U Desktop OR

COMMUNICATIONS DIR. COUNCIL 029X Desktop OR Notebook Tablet

COMMUNICATIONS DIRECTOR-POLICE 029X Desktop OR Notebook Tablet

COMMUNITY DEV PROGRAMS ADMIN 025X Desktop OR

COMMUNITY FACILITATOR 031X Desktop OR

COMMUNITY LIAISON 026X Desktop OR

COMMUNITY PREPAREDNESS COORD. 023X Desktop OR

COMP MAINT MGMNT SYS SUPERVISO 027X Desktop OR

COMPLIANCE DIVISION FIELD SUP 025X Desktop OR Notebook Tablet

COMPLIANCE PROGRAM DIRECTOR 029X Desktop OR Notebook Tablet

COMPUTER CENTER ASSISTANT RPT 017X Desktop OR

COMPUTER CLUBHOUSE COORD - 01 017X Desktop OR Tablet

COMPUTER OPERATIONS MANAGER-PU 033X Desktop OR Notebook Tablet

CONS. PER. PROCESSOR-1099 014X Desktop OR

CONST CONTRACTS COORD UNION 019U Desktop OR Notebook Tablet

CONST LIAISON /PUB POL ANALYST 026X Desktop OR Notebook Tablet

CONST LIASON/BUDGET ANALY RPT 026X Desktop OR Notebook Tablet

CONST SERV SPEC NEED LINE 019X Desktop OR Notebook Tablet

CONSTITUENT LIAISON/BUDGET ANA 026X Desktop OR Notebook Tablet

Job TitlePay

GradeStandard

Setup ORAlternative

SetupOptionalAdd-On


CONT. AND PROCURE MGR. AIRPORT 035X Desktop OR Notebook Tablet

CONTAINER SERVICE COORDINATOR 019X Desktop OR

CONTRACT & CONNECT. SUPERVISOR 023X Desktop OR

CONTRACT COMP. AUDIT MGR-98 030X Desktop OR

CONTRACT DEV. SPEC NON UNION 023X Desktop OR

CONTRACT DEVELOPMENT SPEC. RPT 023X Desktop OR

CONTRACTS PROCESS COORDINATOR 017X Desktop OR

CONTRACTS TECHNICIAN-698 015X Desktop OR

CONTROLLER 033X Desktop OR Notebook Tablet

COORD FOR HUMAN RIGHTS/DIVERS 029X Desktop OR

COUNCIL LEGAL DIRECTOR 039X Desktop OR Notebook Tablet

COUNCIL PERSON 777X Desktop OR Notebook Tablet

CRIME LAB SUPERVISOR 024X Virtual OR Desktop

CRIME LAB TECHNICIAN I UNION 016U Virtual OR Desktop

CRIME LAB TECHNICIAN I UNION 016X Virtual OR Desktop

CRIME LAB TECHNICIAN II UNION 019U Virtual OR Desktop

CROSS CONN. CONTROL COORD-00 022X Desktop OR

CROSS CONN. CONTROL INSPECTOR 016X Desktop OR

CUSTODIAN II-82 011X OR

CUSTOMER SERV ACCT. COLL/INVES 018X Desktop OR

CUSTOMER SERVICES SUPER.-87 021X Desktop OR

CUSTOMER SRVC MNGR P.U.-00 026X Desktop OR Notebook Tablet

DEP DIR COMMUNITY DEVELOPMENT 037X Desktop OR Notebook / Tablet Tablet

DEP DIR HOUSING & NEIGHBORHOOD 033X Desktop OR Notebook / Tablet Tablet

DEP. DIR. REDEVELOPMENT AGENCY 037X Desktop OR Notebook / Tablet Tablet

DEPARTMENTAL ASSISTANT-88 . 016X Desktop OR

DEPT INFO & DATA ANALYST 021X Desktop OR

DEPT PERSONNEL/PAYROLL ADMIN 021X Desktop OR

DEPT SPECIAL PROJECTS MANAGER 030X Desktop OR

DEPUTY CHIEF POLICE 037X Virtual OR Notebook Tablet

DEPUTY CITY ATTORNEY 039X Desktop OR Notebook Tablet

DEPUTY DIR-CITY COUNCIL-90 039X Desktop OR Notebook Tablet

DEPUTY DIRECTOR ECONOMIC DEV 037X Desktop OR Notebook Tablet

DEPUTY DIR-PUBLIC UTILITIES 039X Desktop OR Notebook Tablet

DEPUTY FIRE CHIEF-89 037X Desktop OR Notebook Tablet

DEPUTY RECORDER 018X Desktop OR

DEPUTY TREASURER 030X Desktop OR

DEV. REVIEW PLANNER I UNION 021U Desktop OR

DEV. REVIEW PLANNER II UNION 025U Desktop OR

DEVELOPMENT REVIEW FAC. UNION 019U Desktop OR

DEVELOPMENT REVIEW SUPERVISOR 030X Desktop OR

DIR AIRPORT ADMIN/COMM - 01 039X Desktop OR Notebook Tablet

Job TitlePay

GradeStandard

Setup ORAlternative

SetupOptionalAdd-On


DIR AIRPORT FINANCE/ACCT - 01 039X Desktop OR Notebook Tablet

DIR EMERGENCY COMUN FIRE 029X Desktop OR Notebook Tablet

DIR OF AIPORT PLAN/CAP PROGRAM 037X Desktop OR Notebook Tablet

DIR OF AIRPORT INFOR TECH 039X Desktop OR Notebook Tablet

DIR.-HAND-499 035X Desktop OR Notebook Tablet

DIRECTOR - ARPRT PR/MARKETING 033X Desktop OR Notebook Tablet

DIRECTOR AIRPORT ENGINEERING 039X Desktop OR Notebook Tablet

DIRECTOR AIRPORT MAINTENANCE 039X Desktop OR Notebook Tablet

DIRECTOR OF CED 041X Desktop OR Notebook Tablet

DIRECTOR OF HUMAN RESOURCES 041X Desktop OR Notebook Tablet

DIRECTOR OF PUBLIC UTILITIES 041X Desktop OR Notebook Tablet

DIRECTOR OF STREETS 034X Desktop OR Notebook Tablet

DIRECTOR OPER.AIRPORT-92 039X Desktop OR Notebook Tablet

DIRECTOR PUBLIC SERVICES 041X Desktop OR Notebook Tablet

DIRECTOR REDEVELOPMENT AGENCY 041X Desktop OR Notebook Tablet

DISPATCH COMMUNICATIONS SUPER. 024X Virtual OR

DISTRICT SUPERVISOR 022X Desktop OR

DRAINAGE MAIN WORKER III-93 019X OR

DRAINAGE MAINT WORKER II 017X OR

DRAINAGE MAINT WORKER IV 025X OR

ECON DEV INIT GRANT ADMIN-97 025X Desktop OR

ELEC OPS SUPERVISOR PUB UTIL 027X Desktop OR

EMERG MGT TRAINING PROG SPEC 025X Desktop OR Notebook Tablet

EMERGENCY MANAGEMENT ASST MMRS 014X Desktop OR Notebook Tablet

EMERGENCY MGT PROGRAM DIRECTOR 031X Desktop OR Notebook Tablet

EMPLOYEE BENEFITS SPECIALIST 023X Desktop OR

EMPLOYEE RELATIONS MANAGER-AP 030X Desktop OR

EMPLOYEE TRAINING & DEVELOPMEN 024X Desktop OR

EMPLOYMENT COORDINATOR 025X Desktop OR

ENERGY/UTILITIES MNGMNT COORD 026X Desktop OR

ENG DATA/SID SPECIALIST UNION 018U Desktop OR

ENGINEER III 029X Desktop OR

ENGINEER IV 030X Desktop OR

ENGINEER V 032X Desktop OR

ENGINEER VI 033X Desktop OR

ENGINEER VII 036X Desktop OR

ENGINEERING CONSTRUCTION PROG 029X Desktop OR

ENGINEERING EDMS/CAD MANAGER 024X Desktop OR

ENGINEERING RECORDS TEC-87 013X Desktop OR

ENGINEERING SUPPT SVCS MANAGER 025X Desktop OR

ENGINEERING TECH II UNION 019U Desktop OR

ENGINEERING TECH IV UNION 023U Desktop OR

Job TitlePay

GradeStandard

Setup ORAlternative

SetupOptionalAdd-On


ENGINEERING TECH IV UNION 023X Desktop OR

ENGINEERING TECH V UNION 024U Desktop OR

ENGINEERING TECH V UNION 024X Desktop OR

ENGINEERING TECHNICIAN VI 027X Desktop OR

ENVIRON SPECIALIST II UNION 026U Desktop OR

ENVIRONMENDAL FIELD TECH - SEA SEAX Desktop OR

ENVIRONMENTAL PROGRAM MANAGER 033X Desktop OR

ENVIRONMENTAL SPEC I UNION 023U Desktop OR

EQUIPMENT OPERATOR 017X OR

EVENT SPECIALIST RPT UNITY CTR 010X Desktop OR

EVENTS MANAGER 026X Desktop OR

EVIDENCE SUPERVISOR 023X Desktop OR

EVIDENCE TECHNICIAN I UNION 015U Desktop OR

EVIDENCE TECHNICIAN II UNION 016U Desktop OR

EX DIR CITY COUNCIL OFF. 041X Desktop OR

EXEC OFFICE ASST 1-97 019X Desktop OR

EXECUTIVE DIRECTOR OF AIRPORTS 041X Desktop OR Notebook Tablet

FAC MAINT CONTRACT ADMINISTRAT 027X Desktop OR

FAC. MAINT. CONT. COORD. 96 022X Desktop OR

FAC/BID MAINT. WORKER SR.-95 018X Desktop OR

FAC/BLD MAINTENANCE WORKER-95 015X Desktop OR

FACILITIES MAINT. COORDINATOR 025X Desktop OR

FACILITIES MAINTENANCE CONTRAC 019X Desktop OR

FACILITIES MAINTENANCE WARRENT 030X Desktop OR

FACILITIES SERVICES DIRECTOR 032X Desktop OR

FACILITY MAINTENANCE SUPERVISO 025X Desktop OR

FIN. AND ADMIN. SERV. DIR. CED 033X Desktop OR

FINANCE ADMINISTRATOR/P.U. 039X Desktop OR

FINANCE DIRECTOR 041X Desktop OR Notebook Tablet

FINANCE/CONTRACT COOR UNION 027U Desktop OR

FINANCIAL ANALYSIS MANAGER-98 030X Desktop OR

FINANCIAL ANALYST I AIRPORT 027X Desktop OR

FINANCIAL ANALYST II AIRPORT 029X Desktop OR

FINANCIAL MGR- PUBLIC UT-97 030X Desktop OR

FINANCIAL REPORTING ACCOUNT/AN 026X Desktop OR

FIRE CAPTAIN-399 030X Desktop OR

FIRE CHIEF-89 041X Desktop OR Notebook Tablet

FIRE COMM CENTER SUPER-399 024X Desktop OR

FIRE DEPT. DISPATCHER II-399 016X Desktop OR

FIRE DEPT. DISPATCHERI-399 014X Desktop OR

FIRE PREVENTION SPECIALIST II 021X Desktop OR Notebook

FIRE PROTECTION ENG UNION 026X Desktop OR

Job TitlePay

GradeStandard

Setup ORAlternative

SetupOptionalAdd-On


FIRE PUBLIC RELATIONS SPECIALI 027X Desktop OR Notebook

FIREFIGHTER ENGINEER I 018X Desktop OR

FIREFIGHTER ENGINEER II 023X Desktop OR

FIREFIGHTER ENGINEER III 027X Desktop OR

FIREFIGHTER HAZMAT TECH I 018X Desktop OR

FIREFIGHTER HAZMAT TECH II 023X Desktop OR

FIREFIGHTER HAZMAT TECH III 027X Desktop OR

FIREFIGHTER HVY RESCUE TECH II 023X Desktop OR

FIREFIGHTER I 017X Desktop OR

FIREFIGHTER II 021X Desktop OR

FIREFIGHTER II 022X Desktop OR

FIREFIGHTER III 025X Desktop OR

FIREFIGHTER INSPECTOR II 023X Desktop OR Notebook

FIREFIGHTER INSPECTOR III 027X Desktop OR Notebook

FIREFIGHTER INVESTIGATOR II 023X Desktop OR Notebook

FIREFIGHTER INVESTIGATOR III 027X Desktop OR Notebook

FIREFIGHTER/PARAMEDIC I 020X Desktop OR



FIREFIGHTER/PARAMEDIC II 024X Desktop OR

FIREFIGHTER/PARAMEDIC III 022X Desktop OR

FIREFIGHTER/PARAMEDIC III 028X Desktop OR

FIREFIGHTER-HEAVY RES TEC III 027X Desktop OR

FIRST ASSISTANT PROSECUTOR 034X Desktop OR

FLEET ASSET MANAGER 027X Desktop OR

FLEET BODY REPAIR/PAINTER-91 020X Desktop OR

FLEET BUSINESS ANALYST 025X Desktop OR

FLEET DAILY OPERATIONS LEADER 027X Desktop OR

FLEET DIVISION MANAGER 033X Desktop OR Notebook Tablet

FLEET MAINT. COORD. 018X Desktop OR

FLEET MAINTENANCE SCHEDULER 012X Desktop OR

FLEET MANAGEMENT SERV SUPERVIS 025X Desktop OR

FLEET MANAGEMENT WAREHOUSE SUP 024X Desktop OR

FLEET MECHANIC I 020X OR

FLEET MECHANIC II 020X OR

FLEET SERVICES WORKER-97 015X Desktop OR

FLORIST III-299 017X Desktop OR

FOREST AREA SERVICE COOR. UNIO 021U Desktop OR

GALIVAN EVENT AD/MARK MANAGER 025X Desktop OR

GEN MAINT. WKR. CON.FIN IV 020X OR

GEN. MAINT. REPAIRER I SEAS SEAX OR

GENERAL LED/FIN REPORT MGR-498 030X OR

Job TitlePay

GradeStandard

Setup ORAlternative

SetupOptionalAdd-On


GENERAL MAINT. WORKER III-89 016X OR

GENERAL MAINT. WORKER IV-89 019X OR

GENERAL MAINT. WORKER V 021X OR

GENERAL MAINT. WORKER V-89 020X OR

GENERAL MAINTENANCE WORKER II 016X OR

GENERAL MAINTENANCE WORKER III 018X OR

GEO INFO SYSTEMS (GIS) MGR 031X Desktop OR Notebook Tablet

GEO INFO SYSTEMS (GIS) MGR 033X Desktop OR Notebook Tablet

GIS /IT SYSTEMS MANAGER P U 033X Desktop OR Notebook Tablet

GIS LEAK DET SYS TECH II UNION 023U Desktop OR

GIS PROGRAMMER ANALYST 027X Desktop OR

GIS SPECIALIST 024X Desktop OR

GIS TECHNICIAN II UNION 023U Desktop OR

GLOBAL ARTWAYS INSTRUCTOR -SEA SEAX Desktop OR

GOLF CART-DRIVING RANGE SEAX OR

GOLF COURSE MAINTENANCE WRKR 018X OR

GOLF DIVISION BUSINESS MANAGER 027X Desktop OR

GOLF MANAGER 032X Desktop OR

GOLF MARSHAL SEAX Desktop OR

GOLF PROFESSIONAL 030X Desktop OR

GOLF STARTER SEAX OR

GOLF SUERINTENDENT 18 HOLES 027X Desktop OR

GOLF SUPER 27-36 HOLES 029X Desktop OR

GRAFFITI RESP. FLD TECH - 01 016X Desktop OR

GRAMA COORDINATOR/PARALEGAL 021X Virtual OR Desktop

GRANTS ACQ/PROJ COORD-POLICE 025X Desktop OR

GRANTS ACQUIST PROJECT COORD 025X Desktop OR

GREENHOUSE SUPERVISOR - 00 021X Desktop OR

GROUNDSKEEPER I- SEAX OR

GROUNDSKEEPER II SEAX OR

GROUNDSKEEPER III SEAX OR

HAND ACCOUNTANT/AUDITOR 025X Desktop OR

HEARING OFF REFEREE COORD I 015X Desktop OR

HEARING OFF REFEREE COORD II 018X Desktop OR

HOUSING DEV PROGRAMS SPECIAL 023X Desktop OR Notebook / Tablet Tablet

HOUSING PROGRAM MANAGER 029X Desktop OR Notebook / Tablet Tablet

HOUSING REHAB SPEC II-93 UNION 022X Desktop OR Notebook / Tablet

HOUSING REHAB.COMP. SUPER-93 025X Desktop OR Notebook / Tablet

HOUSING/ZONING LEGAL INVES UNI 027U Desktop OR Notebook Tablet

HOUSING/ZONING SPECIALIST 029X Desktop OR

HR OFFICE ADMINISTRATOR 025X Desktop OR

HRIS COORDINATOR 4-2000 023X Desktop OR

Job TitlePay

GradeStandard

Setup ORAlternative

SetupOptionalAdd-On


HSG FINANCIAL SERV SUP-93 019X Desktop OR

HUMAN RESOURCE PROGRAM MGR I 032X Desktop OR

HUMAN RESOURCE PROGRAM MGR. II 034X Desktop OR

HUMAN RESOURCE TECHNICIAN 016X Desktop OR

HUMAN RESOURCES CONSULTANT-95 025X Desktop OR

HVAC SPECIALIST 025X OR

HVAC TEC. II-95 021X OR

HYDROLOGY SPECIALIST UNION 024U Desktop OR

ICE RINK CASHIER SEAX Desktop OR

IMPOUND LOT ATTENDANT HELP-96 016X OR

IMPOUND LOT ATTENDANT SEASONAL SEAX OR

IMPOUND LOT SUPERVISOR 022X Desktop OR

INFORMATION SYSTEMS SUPERVISOR 022X Desktop OR

INTERN SEAX Virtual OR

INTERN (PAID) SEAX Virtual OR

IRRIGATION OPER II 017X OR

IRRIGATION SYSTEM SUPERVISOR 027X Desktop OR

JUSTICE COURT ACCOUNTANT 024X Desktop OR

JUSTICE COURT CLERK 015X Desktop OR

JUSTICE COURT CLERK - HOURLY HRYX Desktop OR

JUSTICE COURT JUDGE 037X Desktop OR

JUSTICE COURT JUDGE RPT 037X Desktop OR

JUSTICE COURT RECORDS CLERK 012X Desktop OR

JUSTICE COURT SECTION MGR 026X Desktop OR

JUSTICE COURT SUPERVISOR 024X Desktop OR

LABORATORY CHEMIST 024X Desktop OR

LABORATORY COORDINATOR 026X Desktop OR

LANDLORD/TENNANT LIC. COORD 018X Desktop OR

LANDSCAPE ARCHITECT III 029X Desktop OR

LANDSCAPE ARCHITECT PROJ MNGR 033X Desktop OR

LANDSCAPE REST LEAD WORKER 017X Desktop OR

LAW OFFICE MANAGER - 01 021X Desktop OR

LEAD EQUIPMENT OPERATOR 019X OR

LEAD PROSECUTOR ASSISTANT 019X Desktop OR

LEGAL SECRETARY II -198 016X Desktop OR

LEGAL SECRETARY III - 95 018X Desktop OR

LICENSED ARCHITECT 030X Desktop OR

LIFT STATION MAIN. SUPERVISOR 025X OR

LOCKSMITH TECHNICIAN-95 020X Desktop OR

MAINT OFFICE SUPERVISOR-1098 021X Desktop OR

MAINT. ELECTRICIAN IV - 01 022X OR

MAINT. SUPPORT MANAGER PU 033X Desktop OR

Job TitlePay

GradeStandard

Setup ORAlternative

SetupOptionalAdd-On


MAINTENANCE PROGRAM MANAGER 028X Desktop OR

MAINTENANCE SUPERVISOR 025X Desktop OR

MANAGEMENT ANALYST 97 024X Desktop OR

MAYOR 777X Desktop OR Notebook Tablet

METAL FABRICATION TEC.-93 020X OR

METER READER/TECHNICIAN 016X OR

NET SUP ADM II 025X Desktop OR

NET SUP ADM III 027X Desktop OR

NET SYS ENG II 031X Desktop OR

NETWORK SUPPORT ADMIN I 023X Desktop OR

NETWORK SUPPORT TEAM MANAGER 029X Desktop OR

OFFICE FACILITATOR I NON UNION 018X Desktop OR

OFFICE FACILITATOR I UNION 018X Desktop OR

OFFICE FACILITATOR II - RPT 019X Desktop OR

OFFICE FACILITATOR II NON UNIO 019X Desktop OR

OFFICE FACILITATOR II NON UNIO 021X Desktop OR

OFFICE FACILITATOR II UNION 019X Desktop OR

OFFICE FACILITATOR II UNION 019U Desktop OR

OFFICE MANAGER MAYORS OFFICE 021X Desktop OR

OFFICE TECHNICIAN I RPT 012X Desktop OR

OFFICE TECHNICIAN I-88 012X Desktop OR

OFFICE TECHNICIAN II-88 015X Desktop OR

OPEN SPACE LANDS PROGRAM MGR 029X Desktop OR

OPERATIONS DIVISION DIRECTOR 037X Desktop OR

OPS/MAINT SUPERINTENDANT 036X Desktop OR

P.S. FIN/ADMIN. SERV. DIR.-95 035X Desktop OR

P.U. MAINT WORKER III SEAX OR

P.UT. SEAS IRRIGATION WRK-100 SEAX OR

PAGING OPERATOR 010X Desktop OR

PAINTER II-95 020X OR

PARALEGAL 021X Desktop OR Notebook / Tablet

PARKING ENFORCEMENT OFFICER 017X OR

PARKS & PUBLIC LANDS PROG. DIR 033X Desktop OR Notebook Tablet

PARKS IRRIGATION SUPERVISOR 025X OR

PARKS MAINT WRK-IRRIGATION SPE 018X OR

PARKS USAGE COORDINATOR UNION 021X Desktop OR

PAYROLL ADMINISTRATOR 023X Desktop OR

PAYROLL/SPEC PROJ COORD - 00 HRYX Desktop OR

PLANNING & PROGRAMMING MANAGER 031X Desktop OR Notebook Tablet

PLANNING DIRECTOR -898 037X Desktop OR Notebook Tablet

PLANNING MANAGER 032X Desktop OR Notebook Tablet

PLANNING PROGRAM SUPERVISOR 030X Desktop OR

Job TitlePay

GradeStandard

Setup ORAlternative

SetupOptionalAdd-On


PLANS EXAMINER UNION 025U Desktop OR

PLANT COORDINATOR SUPERVISOR 027X Desktop OR

PLAZA MARKETING/ACTIVITIES SUP 023X Desktop OR

PLAZA/COMMUNITY EVENTS MNGR 029X Desktop OR

PLS/GIS SPECIALIST 026X Desktop OR

PLUMBER APPRENTICE 018X OR

PLUMBER II 021X OR

POL INFO SPECIALIST I - 00 012X Virtual OR

POL INFO SPECIALIST II - 00 013X Virtual OR

POLICE CAPTAIN 034X Desktop OR

POLICE DISPATCH SUPERVISOR 024X Virtual OR

POLICE INTELLIGENCE SPEC.UNION 021U Desktop OR Virtual Tablet

POLICE INTELLIGENCE SPEC.UNION 021X Desktop OR Virtual Tablet

POLICE LIEUTENANT 032X Notebook OR Virtual Tablet

POLICE OFFICER 76 025X Notebook OR Virtual Tablet

POLICE OFFICER I 019X Notebook OR Virtual Tablet

POLICE OFFICER II 022X Notebook OR Virtual Tablet

POLICE OFFICER III 025X Notebook OR Virtual Tablet

POLICE SERGEANT 029X Notebook OR Virtual Tablet

POLICY BUDGET ANALYST 027X Desktop OR

PRETREATMENT INSPEC/PERMIT WRI 021X Desktop OR

PRETREATMENT SAMPLER 015X Desktop OR

PRETREATMENT SR STAFF TECH 027X Desktop OR

PRETREATMENT SR. SAMPLER/INSPE 017X Desktop OR

PRINCIPAL PLANNER - 01 026X Desktop OR

PROCUREMENT SPECIALIST II 025X Desktop OR

PROG SPEC. SUSTAIN TRANS UNION 021U Desktop OR

PROG. COORD./ARTS COUNCIL-90 024X Desktop OR

PROJ COORD III AIRPORT UNION 022U Desktop OR

PROJECT MANAGER/HOUSING-97 025X Desktop OR

PROP & CONTRACTS SPEC. UNION 021U Desktop OR

PROP AND REAL ESTATE MGR. AIR 035X Desktop OR

PROPERTY CONTROL AGENT 022X Desktop OR

PROSECUTOR ASSISTANT 016X Desktop OR Notebook / Tablet

PUB POL ANALYST 031X Desktop OR

PUB SERV CUSTOMER SERV LIAISON 021U Desktop OR

PUB WAY CONCRETE/PAVE MANAGER 027X Desktop OR

PUBLIC ART PROGRAM MANAGER 024X Desktop OR

PUBLIC SAFETY DISPATCHER I 014U Virtual OR

PUBLIC SAFETY DISPATCHER I 014X Virtual OR

PUBLIC SAFETY DISPATCHER II 016U Virtual OR

PUBLIC SAFETY DISPATCHER II 016X Virtual OR

Job TitlePay

GradeStandard

Setup ORAlternative

SetupOptionalAdd-On


PUMPS MAINTENANCE TECHNICIAN 018X OR

PURCHASING CONSULTANT II 025X Desktop OR

PURCHASING SERVICE OFF-89 019X Desktop OR

QUAL ASSUR SR SAMP CUL WATER 017X Desktop OR

RDA OFFICE MANAGER 021X Desktop OR

RDA PROJECT AREA SPECIALIST 022X Desktop OR Notebook / Tablet

RDA PROJECT MANAGER 026X Desktop OR Notebook / Tablet

RDA SR. PROJECT MANAGER 032X Desktop OR Notebook / Tablet

REAL PROPERTY AGENT 026X Desktop OR

REAL PROPERTY MANAGER 031X Desktop OR

RECEPTIONIST - RPT 010X Desktop OR

RECORDER'S TECHNICIAN 015X Virtual OR

RECORDS ARCHIVE CLERK - RPT 012X Desktop OR

RECORDS DIR POLICE 026X Virtual OR Notebook Tablet

RECORDS TECHNICIAN II PUB UTIL 015X Desktop OR

RECREATION PROGRAM COORDINATOR 013X Desktop OR

RECYCLING PROGRAM MANAGER 028X Desktop OR

REDEVELOPMENT AGENCY PROP MGR 026X Desktop OR Notebook / Tablet

REDEVELOPMENT PROJECT COORD 024X Desktop OR Notebook / Tablet

REGULATORY PROGRAM MANAGER 030X Desktop OR

RESEARCH ANALYST GRANT PRO. MG 024X Desktop OR

REV & LICENSING PROC I 014X Desktop OR

REV ANALYSIS/AUDITING MANAGER 032X Desktop OR

REVENUE ANALYST / INTERNAL AUD 029X Desktop OR

REVIEW & LICENS. PROCESSOR II 016X Desktop OR

RISK MANAGEMENT SPECIALIST 024X Desktop OR Notebook / Tablet

RISK MANAGER-00 031X Desktop OR Notebook / Tablet

SAFETY PROGRAM COORD UNION 025U Desktop OR

SAFETY PROGRAM MANAGER P.U. 029X Desktop OR

SANITATION ENFORCE. SPEC. RPT 015X Desktop OR

SANITATION ENFORCEMENT LEAD 019X Desktop OR

SANITATION ENFORCEMENT SPEC. 015X Desktop OR

SANITATION OPERATOR II-93 017X OR

SANITATION PROGRAM DIRECTOR 031X Desktop OR

SCHOOL CROSSING GUARD - SEASON SEAX OR

SEASONAL RECEPTIONIST SEAX Desktop OR

SENIOR ADMINISTRATIVE ANALYST 031X Desktop OR

SENIOR ADVISOR-MAYOR 039X Desktop OR Notebook Tablet

SENIOR ARCHITECT 033X Desktop OR

SENIOR ASPHALT EQUIP OPERATOR 020X OR

SENIOR ASST CITY PROS. 699 032X Desktop OR

SENIOR BUILDING INSPECTOR 027X Desktop OR

Job TitlePay

GradeStandard

Setup ORAlternative

SetupOptionalAdd-On


SENIOR FACILITIES MAINT SUPRVR 027X Desktop OR

SENIOR FLEET MECHANIC-91 021X Desktop OR

SENIOR FLORIST-299 018X Desktop OR

SENIOR INTERNAL AUDITOR 029X Desktop OR

SENIOR IRRIGATION OPERATOR 020X OR

SENIOR PLANNER - 01 027X Desktop OR

SENIOR PLANS EXAMINER UNION 027U Desktop OR

SENIOR PROSECUTOR 033X Desktop OR

SENIOR PUMPS MAINTENANCE TECH 020X Desktop OR

SENIOR SECRETARY-96 015X Desktop OR

SENIOR TRAFFIC TECH UNION 021U OR

SENIOR TRAFFIC TECHN II UNION 023U OR

SENIOR UTILITY LOCATOR 019X OR

SENIOR WATER SYSTEM MAINT OPER 021X Desktop OR

SMALL BUSINESS ECON DEV MGR 026X Desktop OR Notebook Tablet

SMALL BUSINESS LIAISON 025X Desktop OR

SOFTWARE ENGINEER II 031X Desktop OR Notebook Tablet

SOREN UNITY CENTER PROGRAM MGR 024X Desktop OR

SORENSEN UNITY CENTER DIRECTOR 026X Desktop OR Notebook Tablet

SP PROJ GRANTS MONT. SP. 96 025X Desktop OR

SR AIPORT GROUNDS SUPERVISOR 027X Desktop OR

SR COMMUNICATIONS COORDINATOR 015X Desktop OR

SR COMMUNICATIONS TECH 024X Desktop OR

SR DEVELOPMENT REVIEW PLANNER 027X Desktop OR

SR HOUSING/ZONING INSPECTOR 027X Desktop OR Notebook Tablet

SR PARKS GROUNDSKEEPER-88 016X OR

SR PURCHASING CONSULTANT 027X Desktop OR

SR UTILITIES REP BILLING - 01 015X Desktop OR

SR UTILITIES REP CONTRACTS-01 015X Desktop OR

SR UTILITIES REP CUST SVC - 01 015X Desktop OR

SR UTILITIES REP GENERALIST-01 015X Desktop OR

SR UTILITIES REP GENERALIST-01 013X Desktop OR

SR UTILITIES REP OFF/TECH -01 015X Desktop OR

SR WAREHOUSE OPERATOR-91 015X Desktop OR

SR WATER DIST. SYST. OPER 598 021X OR

SR. CLEANUP/BROOMS OPER.-93 019X OR

SR. CONS. PERM PROCESSOR 1099 015X Desktop OR

SR. ENGINEER PROJ MANAGER 034X Desktop OR

SR. FACILITIES LANDSCAPER 016X OR

SR. H.R. CONSULTANT-94 027X Desktop OR

SR. PUBLIC POLICY ANALYST 031X Desktop OR

SR. WATER METER TECHNICIAN 023X OR

Job TitlePay

GradeStandard

Setup ORAlternative

SetupOptionalAdd-On


STAFF ASSISTANT 021X Desktop OR

STAFF ASSISTANT SEAX Desktop OR

STAFF ASSISTANT - 00 SEAX Desktop OR

STAFFING & POSITION CONTROL SP 022X Desktop OR

STORM WATER IND PROG CO UNION 025U Desktop OR

STORM WATER MAINT MANAGER 033X Desktop OR

STREETCAR PROGRAM MANAGER 032X Desktop OR

STREETS MAINTENANCE LEAD 021X Desktop OR

STREETS RESPONSE TEAM II 019X Desktop OR

STREETS RESPONSE TEAM LEAD 021X Desktop OR

SURVEYOR III UNION 021U Desktop OR

SUSTAIN. OUTREACH PROGRAM MGR 027X Desktop OR

SUSTAINABILITY DIRECTOR 035X Desktop OR Notebook Tablet

SYSTEMS SUPPORT ADMIN - 00 026X Desktop OR

TEC CENTER MGR-1099 024X Desktop OR

TECHNICAL SUPPORT SPEC.-298 015X Vitual OR Desktop

TECHNICAL SYSTEMS ANALYST II 024X Desktop OR

TECHNICAL SYSTEMS ANALYST III 026U Desktop OR

TECHNICAL SYSTEMS ANALYST III 026X Desktop OR

TECHNICAL SYSTEMS ANALYST IV 027X Desktop OR

TECHNICAL SYSTEMS PROG MANAGER 029X Desktop OR

TECHNICAL SYSTEMS SUPERVISOR 027X Desktop OR

TECHNOLOGY CONSULTANT 031X Desktop OR Notebook Tablet

TECHNOLOGY MANAGER - POLICE 026X Virtual OR Notebook Tablet

TRAF CONTROL CENTER II UNION 023U Desktop OR

TRAFFIC CONTROL CENTER DIR-97 026X Desktop OR Notebook Tablet

TRAFFIC COORDINATOR UNION 019U Desktop OR

TRAFFIC MAINTENANCE LEAD 021X OR

TRAFFIC MAINTENANCE OPER II 018X OR

TRAFFIC MAINTENANCE OPERATOR I 016X OR

TRAFFIC SIGNAL TECH II UNION 023U Desktop OR

TRAINING AND DEVELOPMENT CONS. 025X Desktop OR

TRAINING PROGRAM MGR AIRPORT 027X Desktop OR

TRANSPORTATION ENGINEER-86 035X Desktop OR

TRANSPORTATION MAINT WRK SEAX OR

URBAN DESIGNER 027X Desktop OR

URBAN FORESTER 029X Desktop OR

UTILITIES PLANNER-91 024X Desktop OR

UTILITIES REP I CONTRACTS -01 010X Desktop OR

UTILITY LOCATOR-PUBLIC UTILITI 017X OR

VIC ADV PROG COORD.-96 025X Virtual OR

VICTIM ADVOCATE UNION 022U Virtual OR

Job TitlePay

GradeStandard

Setup ORAlternative

SetupOptionalAdd-On


VOLUNTEER COORDINATOR 018X Desktop OR

WAREHOUSE OFFICE TECHNICIAN II 015X Desktop OR

WAREHOUSE SPECIALIST 018X Desktop OR

WAREHOUSE SUPERVISOR-91 024X Desktop OR

WAREHOUSE SUPPORT WORKER FLEET 014X Desktop OR

WAREHSE SUP WORKER-AIRPORT-01 014X Desktop OR

WASTEWATER BUSINESS MANAGER 027X Desktop OR

WASTEWATER COLLECTION SUPER 025X Desktop OR

WASTEWATER LIFT STAT LD WRKR 020X Desktop OR

WASTEWATER LIFT STATION WORKER 018X Desktop OR

WASTEWATER OPER & MAIN MGR 032X Desktop OR

WASTEWATER PLANT MAINT OPER I 015X OR

WATER CONSERVATION PROGRAM COO 026X Desktop OR

WATER DIST. VALVE OPERATOR 015X OR

WATER DISTRIBUTION SYSTEM MGR 034X Desktop OR

WATER MAINT. SUPPORT WORKER 014X OR

WATER METER READER II-1099 014X OR

WATER METER READER III 018X OR

WATER METER READER SUPERVISOR 025X OR

WATER METER TECHNICIAN II 018X OR

WATER METER TECHNICIAN III 019X OR

WATER PLANT OPERATOR II 021X OR

WATER REC MGR 036X Desktop OR

WATER RES ENT/SCIENTIST 026X Desktop OR

WATER SERVICE COORDINATOR 024X Desktop OR

WATER SYSTEM MAINT OPER I 017X OR

WATER SYSTEM MAINTENANCE OP II 019X OR

WATER SYSTEM MAINTENANCE SUPER 027X OR

WATER SYSTEM OPERATIONS SUPER 027X OR

WATER TREATMENT MANAGER 031X Desktop OR

WATER TREATMENT PLANT LEAD OP 026X Desktop OR

WATERSHED RANGER 019X OR

WATERSHED SPECIALIST 024X OR

WATERSHED SUPERVISOR 024X Desktop OR

WATERSHED WORKER - SEAS SEAX OR

WEB DEVELOPER I 022X Desktop OR

WEB DEVELOPER II 026X Desktop OR

WTR QUALITY/TREAT. ADMIN.-97 037X Desktop OR

WTR RECLAMATION SAFETY SPEC 026X Desktop OR

WTR TREAT PRO CONT ANALYST 99 027X Desktop OR

WW COLLECT MAINT WRKR LEAD 021X OR

WW COLLECTION MAINT WORKER I 017X OR

Job TitlePay

GradeStandard

Setup ORAlternative

SetupOptionalAdd-On


WW COLLECTION MAINT. WORKER II 019X OR

WW COLLECTION MANAGER 033X Desktop OR

WW PLANT LEAD OPERATOR 020X OR

WW PLANT MAINT OPER IV 021X OR

WW PLANT MAINT. ENGINEER 032X Desktop OR

WW PLANT OPERATOR 019X OR

WW PLANT SR OPERATOR 023X OR

WW PLT MAINT COORD 027X Desktop OR

WW PREVENTIVE MAINT WKR 019X Desktop OR

Y&F PROGRAM COORDINATOR 023X Desktop OR

YOUTH AND FAMILY PROGRAM COOR 023X Desktop OR

YOUTH CITY PROGRAMS MANAGER 029X Desktop OR

Comparison of Information Management Services

Against State and Local Government Averages

Survey

Year

Industry

Average FTE

by % of

Total Staff

Industry

Average

Spend per

Employee

Industry

Average FTE

by % of

Total Staff

Industry

Average

Spend per

Employee

FTEs per Staffing

Document Less

Airport, Library,

HASLC

Staffing for

Library and

HASLC

Total FTE's

Serviced

IMS

Staffing

Level Based

on 85% of

Industry

Average

IMS

Personnel

(Less

Library and

HASLC)

IMS

Personnel

for Library

and HASLC

IMS Actual

Staffing

Level

IMS Actual

FTE by % of

Total Staff

SLC Actual

Spend per

Employee

IMS Goal

85% of

Industry

Average

Spend

Budget at 85% of

Industry Average

Spend

IMS Total

Budget from

Council Adopted

Budget

2015 3.6% 8,300$ 3.6 6,844$ 2281 365 2646 81 65 5 70 2.6 4,182$ 5,817$ 15,392,840$ 11,065,150$

2014 3.8% 8,600$ 3.8 8,980$ 2212 279 2491 80 65.25 3 68.25 2.7 4,037$ 7,633$ 19,013,803$ 10,055,004$

2013 3.6% 7,100$ 3.6 8,789$ 2174 279 2453 75 63 3 66 2.7 3,829$ 7,471$ 18,325,504$ 9,391,409$

2012 3.6% 7,800$ 3.6 8,712$ 2147 2147 66 60.5 60.5 2.8 3,860$ 7,405$ 15,898,964$ 8,286,868$

2011 3.5% 7,600$ 4.6 8,896$ 2144 2144 84 59 59 2.8 3,644$ 7,562$ 16,212,070$ 7,811,901$

Average Across

Governments of All Sizes

Average of Governments

w/Operating Budget

$250‐500M IMS Actuals

$‐

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

$8,000

$9,000

2015 2014 2013 2012 2011

$6,844

$8,980 $8,789 $8,712 $8,896

$5,817

$7,633 $7,471 $7,405 $7,562

Industry Average Spend per Employee IMS Goal 85% of Industry Average Spend

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

2015 2014 2013 2012 2011

3.63.8

3.6 3.6

4.6

2.6 2.7 2.72.8 2.8

Industry Average FTE by % of Total Staff IMS Actual FTE by % of Total Staff

Total Budget Based on Average Spend per Employee FTE Count Based on Organization Size

Staffing Levels By Percentage of Organization Size Average IT Spend per Employee

$‐

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

$18,000,000

$20,000,000

2015 2014 2013 2012 2011

$15,392,840

$19,013,803 $18,325,504

$15,898,964 $16,212,070

$11,065,150 $10,055,004

$9,391,409 $8,286,868 $7,811,901

Budget at 85% of Industry Average Spend IMS Total Budget from Council Adopted Budget

0

10

20

30

40

50

60

70

80

90

2015 2014 2013 2012 2011

81 8075

66

84

70 68.2566

60.5 59

IMS Staffing Level Based on 85% of Industry Average IMS Actual Staffing Level

G00266023

IT Key Metrics Data 2015: Key IndustryMeasures: Government — State and LocalAnalysis: Current YearPublished: 15 December 2014

Analyst(s): Linda Hall, Shreya Futela, Disha Gupta

This research contains enterprise-level IT spending, staffing and costmetrics for the State and Local Government vertical industry. Informationprovided was collected throughout 2014 from a global audience of CIOsand IT Leaders.

Key Findings■ By using multiple IT investment metrics, organizations are better able to view IT spending within

the context of IT supply and demand requirements relative to business performance.

■ The 2014 State and Local Government vertical industry average IT spending as a percent ofoperating expense is 3.6%, down from 3.8% in 2013.

■ The 2014 State and Local Government vertical industry average IT spending per employee is$8,355, down from $8,581 in 2013.

Recommendations■ Use this research (or your Gartner ITBudget Tool comparison report) as a source of comparative

data to assist IT and enterprise leaders with fact-based decisions related to investments,planning, budgeting, ongoing operational assumptions and identification of quantitative bestpractices.

■ These measures should be considered in the creation of future-state (both short and long term)objectives to quantify IT planning assumptions and to better understand niche or industrycompetitive drivers, inhibitors, conditions and trends.

■ Use of this information should be considered the beginning of an ongoing value discoveryprocess. Organizations should consider investing in customized, refined, prescriptive or in-depth benchmarking engagements on a recurring basis to support the budget cycle, orwhenever making significant, fact-based IT or business decisions.

Table of Contents

Analysis..................................................................................................................................................3

How Does Your IT Organization Stack Up Against the Competition?................................................ 3

IT Key Metrics Data Research Background.................................................................................4

IT Key Metrics Data Key Industry Measures Overview.................................................................4

Using This Research...................................................................................................................6

Gartner’s ITBudget Tool: Compare Your IT Metrics to Your Industry...........................................7

Gartner IT Key Metrics Data Series............................................................................................. 8

IT Key Metrics Data Source........................................................................................................ 9

Data Variations........................................................................................................................... 9

Demographics..................................................................................................................................9

Government — State and Local Industry Definition..................................................................... 9

Operating Budget Size Categories............................................................................................10

2014 IT Investment Measures.........................................................................................................10

Total IT Spending/Budget Definition..........................................................................................10

Points of Clarification................................................................................................................ 12

IT Intensity................................................................................................................................ 13

IT Spending as a Percent of Operating Expense....................................................................... 13

IT Spending per Employee........................................................................................................14

IT Full-Time Equivalents as a Percent of Employees..................................................................16

IT Resource Distributions................................................................................................................17

IT Operational Versus Capital Spending.................................................................................... 17

Strategic IT Spending Categories: IT Spending to Run the Business, IT Spending to Grow the

Business and IT Spending to Transform the Business...............................................................18

IT Spending Distribution: Hardware, Software, Personnel and Outsourcing, 2014.....................21

Distribution of IT FTEs: Insourced Versus Contractor, 2014...................................................... 22

Distribution of IT Resources by IT Functional Area.................................................................... 23

Conclusions....................................................................................................................................34

Related IT Key Metrics Data Research............................................................................................34

Appendix: Exploring Gartner's Prescriptive Benchmark Analytics Capabilities.................................35

Gartner Benchmark Analytics Select Case Studies................................................................... 36

Gartner Recommended Reading.......................................................................................................... 38

List of Tables

Page 2 of 40 Gartner, Inc. | G00266023

Table 1. ITKMD Key Industry Measures: Vertical Industry Document Index.............................................5

Table 2. Number of Observations, Average Operating Expense and Enterprise Employees.................. 10

Table 3. Government — State and Local: IT Spending as a Percent of Operational Expense: by

Operating Budget Scale....................................................................................................................... 14

Table 4. Government — State and Local: IT Spending per Employee: by Operating Budget Scale....... 15

Table 5. Government — State and Local: IT FTEs as a Percent of Employees: by Operating Budget

Scale....................................................................................................................................................17

Table 6. ITKMD 2015: Overview Document Index.................................................................................35

List of Figures

Figure 1. ITBudget Tool Location............................................................................................................7

Figure 2. Government — State and Local: IT Spending as a Percent of Operational Expense...............14

Figure 3. Government — State and Local: IT Spending per Employee..................................................15

Figure 4. Government — State and Local: IT FTEs as a Percent of Employees.....................................16

Figure 5. Government — State and Local: IT Operational vs. Capital Spending.................................... 18

Figure 6. Government — State and Local: IT Spending to Run, Grow and Transform the Business...... 19

Figure 7. Business Value Category Decision Tree................................................................................. 20

Figure 8. Government — State and Local: Distribution of IT Spending on Hardware, Software,

Personnel, Outsourcing........................................................................................................................ 22

Figure 9. Government — State and Local: Distribution of IT FTEs: Insourced vs. Contractor.................23

Figure 10. Government — State and Local: Distribution of IT Cost and Staffing by IT Functional Area

............................................................................................................................................................ 24

Analysis

How Does Your IT Organization Stack Up Against the Competition?

IT and enterprise leaders are challenged constantly with dynamic market conditions, wherein theorganization is evolving and technology is changing. The 2015 edition of the Gartner IT Key MetricsData (ITKMD) series, provides insight into the latest industry trends to help enterprises change,make fact-based decisions and help answer key questions similar to these:

■ Are you measuring the alignment between business and IT?

■ Are your staffing and investment levels competitive in infrastructure and operations?

■ Are you measuring your technology performance?

Gartner, Inc. | G00266023 Page 3 of 40

■ Can you prove the success of current and future IT investments?

Big enterprise changes require fact-based decisions regarding IT investments and costs.A critical evaluation of IT capabilities — past, present and future — is the cornerstone ofdelivering business value. In general, clients find their journeys with benchmarking are moresuccessful by participating in surveys, and in effect, they "get better at benchmarking by doingbenchmarking.

This research provides an overview of the key findings on spending and staffing trends from leadingorganizations around the world and also provides the current comparison data included in theGartner ITBudget Tool (see gartner.com/itbudget).

IT Key Metrics Data Research Background

The Gartner ITKMD series of reports was established in 1995 to support strategic IT investmentdecisions, and today the annual publication delivers more than 2,000 metrics, across 96 documentsand covers 21 different industries. Allowing you to rapidly identify high-level IT spending, staffing,technology and performance trends.

In an ongoing effort to study, analyze, evolve and improve enterprise performance, Gartner drives anumber of initiatives to continuously capture IT data and information from the greater Gartner clientand non-client community to support the growth of the database, the industry insight and thepublished IT metrics series. We invite you to participate in and contribute to the study to representyour vertical industry and region. The Gartner client community provides an exemplary window intothe global IT community, and, therefore, your participation is essential to this publication series.

To contribute to Gartner ITKMD research, start a survey and represent your industry and region.Surveys are available at: gartner.com/surveys.

IT Key Metrics Data Key Industry Measures Overview

This research contains relevant database averages and ranges from a subset of metrics andprescriptive engagements available through Gartner Benchmark Analytics consulting-basedcapabilities. While database averages are indicative of enterprise IT spending levels, actualspending will vary around these averages when considering the variations of unique competitivelandscapes, niche vertical industry subsectors, business scale, and IT complexity and demand,which may be justified by specific enterprise needs. These factors typically drive the context of anIT cost or performance evaluation and often dictate long-term support requirements. Ultimately,business value IT spending and staffing data should be used as a high-level directional indicatorand in the creation of planning assumptions — not viewed as a prescriptive benchmark in whichsignificant budget decisions are made.

For detailed information and metrics specific to each of the listed ITKMD vertical industries, seeTable 1 or review "IT Key Metrics Data 2015: Index of Published Documents and Metrics" for acomprehensive list of all available IT Key Metrics Data 2015 research.


http://www.gartner.com/itbudget

http://www.gartner.com/surveys

http://www.gartner.com/technology/consulting/benchmark-analytics.jsp

Table 1. ITKMD Key Industry Measures: Vertical Industry Document Index

Document Current Year Multiyear

Executive Summary G00265996

Small and Midsize Enterprise Executive Summary G00265997

Cross-Industry G00266005 G00266006

Banking and Financial Services G00266007 G00266008

Chemicals G00266009 G00266010

Construction, Materials and Natural Resources G00266011 G00266012

Consumer Products G00266013 G00266014

Education G00266015 G00266016

Energy G00266017 G00266018

Food and Beverage Processing G00266019 G00266020

Government — National and International G00266021 G00266022

Government — State and Local G00266023 G00266024

Healthcare Providers G00266025 G00266026

Industrial Electronics and Electrical Equipment G00266027 G00266028

Industrial Manufacturing G00266029 G00266030

Insurance G00266031 G00266032

Media and Entertainment G00266033 G00266034

Pharmaceuticals, Life Sciences and Medical Products G00266035 G00266036

Professional Services G00266037 G00266038

Retail and Wholesale G00266039 G00266040

Software Publishing and Internet Services G00266041 G00266042

Telecommunications G00266043 G00266044

Transportation G00266045 G00266046


Document Current Year Multiyear

Utilities G00266047 G00266048

Source: Gartner IT Key Metrics Data (December 2014)

Using This Research

This research was commissioned to help IT and enterprise leaders compare the cost efficiency andsupport staff productivity level of their IT infrastructure and operations environments with that ofother organizations supporting similar IT operations. To ensure a like for like comparison to theGartner metrics it is important to adhere to the data definitions, which can be found throughout thisreport.

As with any published data, many potential interpretations and analyses exist. The datasetrepresents a mix of organizations of different sizes and vertical industry segmentations. Theindustry-specific spending profiles published here represent key metrics data collected directly fromCIOs, CTOs, IT leaders and practitioners with respect to their organization’s IT investment levelsand future IT budgets. Most IT organizations follow an annual IT budgeting process and adjust theirbudgets based on changing economic and business conditions. In many organizations, IT spendinglevels are reviewed and revised on a quarterly or even monthly basis. Therefore, published ITspending benchmarks represent a "snapshot in time," and do not necessarily indicate whatenterprises will or have ultimately spent on IT in the coming year or in the past.

Although the published figures represent what Gartner calls a "stalking horse" (that is, a positionresulting from analysis of data that represents trends and results), each organization should assessits own situation carefully, and should not arbitrarily change to conform to published results (whichdo not necessarily represent best practices). For example, the metric of IT spending as a percent ofrevenue does not, by itself, provide valid comparative information that should be used to allocate ITor business resources. Moreover, IT spending statistics alone do not measure IT effectiveness andare not a gauge of successful IT organizations. They simply provide an indicative view of globalinvestment levels for the market in general.

While the industry-specific spending metrics published here and in other research provide a high-level overview of spending priorities, many organizations feel the need to further evaluate theirorganization as compared to their niche competitive landscape when benchmarking. Many firmsdecide that a formal benchmarking exercise — one that is highly customized and prescriptive forthe individual firm — is a natural follow-on to using the results presented in this research and inGartner ITKMD publications. In such exercises, companies can be more assured that they aregetting an "apples to apples" benchmark with a more refined peer group, and that the benchmarktakes into consideration variations in complexity (such as the elements of industry, enterprise size,platforms, applications and other key variables).

Gartner recommends that organizations consider an investment in such customized or in-depthbenchmarking engagements to support the budget cycle, significant IT or enterprise changes, orwhenever making significant IT cost-based decisions. The information published in this research


can be used during the time periods between prescriptive or consulting-led benchmarkengagements.

To explore Gartner's consulting-based prescriptive benchmark analytics capabilities and casestudies, see the Appendix.

Gartner’s ITBudget Tool: Compare Your IT Metrics to Your Industry

As an easier way to access the information in this report, you can use the Gartner ITBudget Tool tostart your benchmarking journey and compare your enterprise IT metrics (see gartner.com/itbudget).The tool can be used on an on-going basis, to analysis your current and future expenditure.

To start a new assessment and generate an IT metrics comparison report versus your industry, fromgartner.com, select "Explore," "Metrics & Tools," and under "ITBudget,” select "Start Assessment.”

Figure 1. ITBudget Tool Location

Source: Gartner (December 2014)

Note: Many CIOs and IT leaders leverage the "Delegation" feature to email data collection andfinancial alignment activities to a colleague to complete on their behalf; as well as to drive acommon measurement reporting structure across independent divisions, agencies, or businessunits to support coordinated budgeting, planning and communication exercises. Delegates do notneed to have access to Gartner.

Once you have completed an assessment, the following notes highlight next steps to support ITbusiness value discussions through IT financial transparency and cost optimization initiatives.

■ IT Key Metrics Data 2015: Resources to Review Your ITBudget Assessment

■ Use Benchmarking to Identify IT Cost Optimization Opportunities

■ Measure the Value of the IT Organization From Your Stakeholder's Perspective


http://www.gartner.com/itbudget

■ Making the Case for IT Investments by Focusing on the Business Strategy

Access to the ITBudget Tool is dependent on your level of Gartner subscription.

Gartner IT Key Metrics Data Series

Depending on your subscription level for Gartner services, some clients have access to thecomplete Gartner ITKMD publication series. To access the series from gartner.com, select"Explore," "Metrics & Tools," and "IT Key Metrics Data."

ITKMD is part of the Gartner Benchmark Analytics range of solutions and offers a macro level lookat Gartner's global database of comprehensive cost and performance measures. ITKMD providesyou with immediate access to authoritative data on IT staffing and investment levels, as well as keytechnology cost and performance metrics. These metrics enable improved budget and investmentdecisions with regard to the changing environments of business and IT.

The ITKMD annual publication series contains more than 2,000 IT metrics published by way of 96Gartner Benchmark Analytics research notes. In addition to the key IT financial metrics in thisresearch, a variety of IT staffing and productivity metrics are available in the areas listed below.Some reports show vertical industry tendencies, while others tend to be cross-industryperspectives. Many of the metrics show averages by revenue scale or size of IT infrastructureenvironment supported (e.g. number of server operating system instances, number of installedMIPS, number of personal computing devices).

These key metrics reports are broadly defined by five key areas of the IT portfolio:

■ Key Industry Measures. Enterprise-level total IT spending and staffing metrics across 21vertical industries, including current-year and multiyear averages. Metrics based on enterprisesize in terms of annual revenues are often provided.

■ Key Infrastructure Measures. IT functional area-specific unit cost, productivity andperformance measures for the IT infrastructure environments, including current-year andmultiyear averages for the mainframe, Windows server, Linux x86 server, Unix server, storage,end-user computing, IT service desk, data and voice network environments. Metrics byworkload size are often provided.

■ Key Applications Measures. Application development and application support spending andstaffing metrics, project measures, life cycle phases, productivity and quality measures (currentyear and multiyear).

■ Key Information Security Measures. Enterprise-level total spending and staffing measures byindustry and region.

■ Key Outsourcing Measures. Enterprise-level total spending and staffing measures by industryand region.

For a complete outline of all related published research in the series, see "IT Key Metrics Data 2015:Index of Published Documents and Metrics."


IT Key Metrics Data Source

Information for ITKMD is continuously collected worldwide via direct fact-finding in our manybenchmarking and consulting engagements, through surveys of the Gartner community and atGartner events, in addition to surveys of non-Gartner-based communities. Financial information,such as revenue and operating income, is also collected from secondary research sources, such asannual reports and public databases.

Data Variations

As information for ITKMD is compiled by Gartner from multiple sources, we do not use a specificsampling method. The data collected each year may have a different distribution of organizationsizes (revenue/business operating expenses/employees), and geographies. While we do groupsimilar companies within each of the individual industry categories, there is always some diversity inbusinesses represented. For this reason, there may be minor or significant fluctuations in metricsfrom year to year.

IT Key Metrics Data industry reports contain tables below each box and whisker chart that breakout the metric by operating budget ranges (e.g., Greater than $10B, $1B-$10B etc.) The sample sizeavailable for each of these ranges is much smaller than the sample size for the whole industrycategory. For this reason there may be larger year to year fluctuations in the revenue range metricsthan there are for each industry as a whole. While the operating budget ranges can provide usefulinformation, we believe that the best way to evaluate the metrics is through the average, middlequartile, and range information available in the box and whisker charts.

Demographics

Government — State and Local Industry Definition

For the purpose of this publication Gartner has defined the State and Local Government verticalindustry as:

Organizations from the state/province and local Government as well as Government AffiliatedOrganizations.

Table 2 outlines the number of observations as well as the average size of the organizations (annualoperating budget and number of employees) that are represented in the “current year” analysis.


Table 2. Number of Observations, Average Operating Expense and Enterprise Employees

Industry Number of Observations2013 Operating Expense(Billions of USD)

2014 Employees(Thousands)

Government — State andLocal 140 2.9 7.3

Note: The operating expense figures reported are final and official for 2013. This method is used because for commercialorganizations the 2014 revenue and operating expense figures were not announced or were otherwise unavailable at the time of thispublication.


Operating Budget Size Categories

The niche subsector, business scale and future state strategy of each organization in the State andLocal Government vertical industry drive many of the variables required to understand theappropriate level of total IT investment required to remain competitive.

To offer some high-level insight into the effect of business scale relative to IT investment, this reportwill look at five environment scales within our represented data for selective metrics, in terms ofUSD operating budget size as defined below.

■ Less than $250 million in operating expense/budget

■ Between $250 million and $500 operating expense/budget

■ Between $500 million and $1 billion in operating expense/budget

■ Between $1 billion and $10 billion in operating expense/budget

■ $10 billion and greater in operating expense/budget

2014 IT Investment Measures

Total IT Spending/Budget Definition

For the purpose of this research, Gartner has defined "total IT spending" as the following:

"The best estimate of total spending at the end of the 12-month budget period for IT to supportthe enterprise. IT spending/budget can come from anywhere in the enterprise that incurs ITcosts, and it is not limited to the IT organization. It includes estimates by enterprises ondecentralized IT spending and or 'shadow' IT. It is calculated on an annualized 'cash flow view'basis, and, therefore, contains capital spending and operational expenses, but not depreciationor amortization."


What the IT Spending/Budget Includes, From a Resource or Cost Perspective

■ Hardware, software, personnel (including contractors, travel, benefits and training), outsourcing(external IT services like consulting, system integration, data and voice transmission, softwareas a service, infrastructure as a service), disaster recovery and occupancy costs associatedwith supporting IT within the enterprise. Costs also include all taxes (except value-added taxwhere it is recovered or refunded to the organization).

■ Note: Occupancy costs, include fully burdened costs for the facilities being used by the ITstaff supporting the enterprise. Some examples include office space, furniture, electricity,maintenance, property taxes, security and office supplies. Occupancy costs for spacededicated to IT functions, such as the data center, including power/heat management andraised floor, are also included.

What the IT Spending/Budget Includes, From an IT Functional Area or Activity Perspective

■ The data center (for example, mainframes, servers and storage), end-user computing devices(for example, desktops, laptops, tablets, thin clients and smartphones), voice and datanetworks (including, but not limited to, voice and data transmissions, fixed and mobiletelephony, and Internet access services), IT service desk, and applications (for example,development and maintenance).

■ IT support functions, such as the office of the CIO; supervisory management; finance andadministrative costs, such as purchasing; asset management; process management; andmarketing of IT services.

■ Dedicated data processing equipment used in operations, production and engineeringenvironments — examples are computer-aided design/computer-aided manufacturing (CAD/CAM) and standard computing equipment used in devices for factory automation, and tabletPCs used by healthcare professionals.

What the IT Spending/Budget Does Not Include

■ Costs for technology or services that are resold. Examples include salaries for developersinvolved in building commercially packaged software, or IT-skilled employees who provideservices for the organizations' external clients.

■ Operational technology that is:

■ Equipment-built or purchased for non-data-processing purposes, but which hascomputerized components. Examples include robotic manufacturing machines, automatedteller machines, specialized point-of-sale devices, scanners, blood pressure monitors andsensors on a supervisory control and data acquisition (SCADA) system.

■ Appliance-like or proprietary data processing equipment that has a single (typically industryvertical) purpose and cannot be used for other general purposes. A typical example is acomputer that can only control the flow of electricity through the power grid. Since it cannotbe repurposed, it is not included in our model. Note that other systems that gather data


from this type of computer and can be used for other purposes would not be consideredoperational technology and, therefore, would be in scope of our model.

■ Depreciation or amortization expenses, which could lead to double counting from anaccounting perspective.

■ Internal "cross charges" and corporate allocations related to large, significant and/or unusualone-time expenses, such as reductions in workforce, redundancy, relocations, retirement,human resources and chairperson's salary.

■ Business data subscriptions and services (such as Bloomberg), even if they are managed by theIT organization.

■ Business process outsourcing services (BPO) where organizations outsource entire businessfunctions such as payroll or benefits management. This includes cases where the BPO vendorprovides access to software, and also guarantees that the outcomes of their services will meetbusiness requirements, such as tax and withholding regulations. Note: where a vendor providesSoftware as a Service and only guarantees that the software will perform as specified, then thisis in scope of the IT spending/budget. Traditional outsourcing of IT functions, for exampleservers and email, are also still within scope.

Points of Clarification

The IT Key Metrics Data: Key Industry Measures publication series looks at IT spending from a"cash flow" view, in that IT spending is defined as "the total of the IT operating budget (excludingdepreciation and amortization), plus IT capital expenditure for the current year." This view allowsorganizations to understand the current year's cash outlay based on current-year management,plans and future-state strategy objectives. Many organizations monitor IT spending results usingwhat is sometimes called the annualized "book view" or "accounting view," which represents the IToperating expenditure budget, including current depreciation (the allocation of prior years' ITcapitalized expenses, which the enterprise records on its books for the current year). Capitalbudgets for the year in this accounting-based view are typically collected and reported separately.While this accounting view is helpful in outlining the annual cost of IT, it often does not accuratelyreflect the current strategy (and the respective investment decisions) because depreciationrepresents decisions made in the past. In this research, the ratio of IT operating versus capitalspending is provided so that detailed comparisons can be made.

It should be noted that IT spending as a percent of revenue in the ITKMD is calculated on the basisof the current year's IT spending (budget) divided by the previous year's stated revenue. Thecalculation is made in this way because the current year's financial data is typically not available atthe time of publication, while the IT spending/budget data is available. Also, the IT budget for afuture year is based on experience from the current year.

Although Gartner publishes worldwide vertical-industry-specific IT spending and staffing metrics,ITKMD does not publish metrics by vertical industries within key geographic regions becauseprevious research has shown that spending patterns are broadly similar by vertical market acrossregions. So, for example, financial services tend to spend a relatively high percentage of revenuecompared with other vertical industries, whether the company is in Europe, Asia/Pacific or North


America. While this information may not be available through published research, Gartner doesprovide prescriptive benchmarking services versus unique peer groups by industry subsector andor marketplace through the Gartner Consulting capabilities on a service for a fee basis.

To explore Gartner's consulting based prescriptive benchmark analytics capabilities and casestudies, see the Appendix.

IT Intensity

IT intensity, which is defined as "the level of IT investment relative to business results," is afundamental tool in business strategy and IT communications. Although many organizations focuson one measure to understand their relative IT investment levels, Gartner has found that no singlemeasure tells the whole story, and that the metrics need a business context to drive value andmeaning for the greater enterprise to leverage. Gartner suggests that clients view IT investmentagainst multiple measures of business volume and financial performance, and then triangulate onthese as compared with various ratios of business efficiency and productivity. Next, incorporatethese metrics into regular communications with the appropriate business context to link ITinvestment to business performance indicators.

For the purpose of the IT Key Metrics Data: Key Industry Measures publication series, Gartnersuggests that clients triangulate between IT spending as a percent of revenue, IT spending as apercent of operating expense, and IT spending per company employee to understand relative ITintensity levels. Next, clients should cross-examine those measures against business productivityratios (such as revenue per employee, operating income per employee and profitability ratios) tounderstand the impact on the business. For more information on these metrics, see "IT Key MetricsData 2015: Index of Published Documents and Metrics" for a comprehensive list of all available ITKey Metrics Data 2015 research.

IT Spending as a Percent of Operating Expense

IT spending as a percent of operating expense is another view of IT investment levels in terms of therole IT plays in overall business spending patterns.

Business operational expense is defined as:

"The total expense associated with the business units supported by the IT organization. Thisincludes items such as selling, general and administrative expenses, cost of goods sold (or costof revenue), research and development, depreciation, and depletion and amortization expenses.For insurance, this includes underwriting expenses and loss and loss-adjustment expenses; forbanking organizations, it includes interest expenses and noninterest expenses; for governmentand nonprofit organizations, it is represented by the enterprise operating budget."

While revenue may be subject to external-market-based volatilities, business operational expensetypically remains much more consistent and predictable year over year. Therefore, it better reflectsthe overall business investment strategy. Typically, organizations with a greater level of IT


investment relative to operating expense view IT as a strategic enabler, and this can improvebusiness performance and productivity levels.

Figure 2. Government — State and Local: IT Spending as a Percent of Operational Expense

3.6%

0%

5%

10%

15%

20%

25%

= Range = Average = Middle Quartiles


Table 3. Government — State and Local: IT Spending as a Percent of Operational Expense: by OperatingBudget Scale

<$250M inOperating Budget

$250M- $500M inOperating Budget

$500M- $1B inOperating Budget

$1B- $10B inOperating Budget

$10B+ in OperatingBudget

5.6% 3.6% 2.6% 2.6% 1.1%


IT Spending per Employee

IT spending per employee is often used to determine the amount of IT support the averageorganization's workforce receives.

Company employee count is defined as:

"The count of employees (i.e., head count, excluding enterprise contractors and consultants),regardless of whether these employees are frequent users of the technology supported by theIT organization. This includes full-time and part-time employees, or as reported in the publicrecord."


This measure helps to establish a link between IT investment and automation levels within thecontext of the workforce that supports revenue. Variations in this measure can represent niche-industry-specific delivery processes for service or product delivery, and, thus, should be viewed inconjunction with revenue and operating income per employee. Organizational staffing strategiesand the use of contract employees can also impact this measure.

An increase in IT spending per employee is often viewed as a negative trend. However, this may notalways be the case, as a decrease in employees (or a lack of increase of additional employees whenbusiness improves) can result in a higher value, simply because there is a smaller number ofemployees that are divided into the same or increasing IT spending size. Therefore, the overall trendmay have been impacted by continuing lower levels of general employment and the fact that, inmany cases, organizations have returned to profitability, but have been reluctant to increase hiring.For information-intensive enterprises, an increase in their figure for IT spending per employee mayindicate a productivity improvement, due to automation or digitization.

Figure 3. Government — State and Local: IT Spending per Employee

$8,355

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000USD



Table 4. Government — State and Local: IT Spending per Employee: by Operating Budget Scale






$10,327 $6,844 $7,361 $7,987 $7,154



IT Full-Time Equivalents as a Percent of Employees

IT FTEs as a percent of employees is a key measure of IT support and IT intensity from a humancapital perspective.

We define an IT FTE as follows:

"An IT FTE represents the logical staff to support functions performed by the physical staff,measured in calendar time. This includes all staffing levels within the organization, frommanagers and project leaders to daily operations personnel. This also includes insourced FTEsand contract FTEs. However, this excludes the staff of a third-party vendor (for example, IToutsourcing), which is not operationally managed by the in-house staff, but rather is managedby the vendor."

Understanding the relative level of IT staff dedicated to supporting the business can also assist inidentifying whether the staff size is appropriate. This should be considered within the context of theoverall enterprise sourcing strategy and future-state objectives. Variables to consider in tandem withthis metric include IT staffing distribution, contract versus insourced FTEs, and IT outsourcing as apercent of IT spending, as well as the enterprise sourcing strategy — Does the total employee countaccurately represent the organization's workforce that is supported by IT? Do you have the ability totrack the total number of internal users supported by IT?

Figure 4. Government — State and Local: IT FTEs as a Percent of Employees

3.9%

0%

5%

10%

15%

20%

25%




Table 5. Government — State and Local: IT FTEs as a Percent of Employees: by Operating Budget Scale






5.4% 3.6% 3.7% 3.3% 2.3%


IT Resource Distributions

Up to this point, the figures have shown spending and staffing trends overall, without distinguishingbetween the strategic, financial or operational categories that compose them. Through thesecategories, you can draw conclusions about critical investment areas, key investment themes andcompetitive spending and staffing levels.

IT Operational Versus Capital Spending

IT operational versus capital spending helps to portray the IT investment profile for an organizationin a given year.

IT operational expense is defined as:

"The total day-to-day operations and maintenance expenses for this fiscal year that have notbeen capitalized. These do not include any amortization and depreciation expenses."

IT capital spending is defined as:

"The total capitalized IT spending for the fiscal year (that is, the full value of capitalized assetsacquired in the fiscal year). This includes investments in new application development and ITinfrastructure."

This information is typically available in most accounting or IT finance departments, and, thus, itmay be easy to obtain year over year. This metric can provide visibility into the cyclical nature ofcapital investments (such as hardware, software and large service contracts) compared withrecurring operational expenses (such as personnel, facilities and maintenance expenses). Thechallenge is in leveraging this information to communicate the linkage between IT investment andbusiness results, because it is a traditional accounting view of IT cash flow and does not highlighthow IT investment enables improved business performance.


Figure 5. Government — State and Local: IT Operational vs. Capital Spending

28% 72%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Capital Operational


Strategic IT Spending Categories: IT Spending to Run the Business, IT Spending to Growthe Business and IT Spending to Transform the Business

The distribution of IT spending to run the business, grow the business and transform the businessprovides a view of the IT investment profile to support business performance. In some industries, itis not uncommon to see a high "run" focus — typically because organizations in the industry are notplanning strong changes in business model growth or high organic growth — which often translatesinto a more "cost center" role for IT in the industry or niche sector.

Classifying IT spending into categories that show impact on business outcomes or success can aidalignment and quantify underinvestment in IT. Gartner uses the following portfolio spendingcategories and defines them as follows:

■ Run the business: This is an indicator of how much of the IT resource is consumed andfocused on the continuing operation of the business. It includes all nondiscretionary expensesas part of the run-the-business cost.

■ Grow the business: This is an indicator of how much of the IT resource is consumed andfocused on developing and enhancing IT systems in support of business growth (typicallyorganic growth). Discretionary investments are more likely to be included in the grow-the-business or transform-the-business cost.

■ Transform the business: This is an indicator of how much of the IT resource is consumed andfocused on implementing technology systems that enable the enterprise to enact new businessmodels. This is very much a "venture" category and would be represented by activities such asa brick-and-mortar retailer moving to online shopping, a traditional bank offering online banking(or moving into offering insurance services), or a commercial airline offering new freightservices.


Gaps in business alignment can be found by examining IT spending as it relates to the day-to-dayoperations of a business (run), the organic growth of the business or productivity improvement(grow) and its support of major business transformation, new products, services or business models(transform).

A common misconception with this measure is that an IT initiative that may transform the ITorganization, such as data center modernization or virtualization, should be classified as a"transform the business" investment. While these IT initiatives do transform the IT organization, theyshould primarily be classified as "run the business" investments because they support pre-existingIT services. IT transformation often leads to new business process improvements that enable thebusiness to grow or build new revenue streams. Therefore, these costs would need to be evaluatedand distributed based on IT service and business performance. The run, grow and transformbusiness framework should always be viewed in business terms with respect to how IT will enablethe business to grow or transform revenue, operating income and/or profit margins.

Figure 6. Government — State and Local: IT Spending to Run, Grow and Transform the Business

73% 15% 12%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Run Grow Transform


Determining the Business Context for Value

As organizations leverage the run-the-business, grow-the-business and transform-the-businessconcepts at a macro level, Gartner has found it helpful to define various IT investments (andportions of investments) with the same basic framework to illustrate the projected impact at theindividual IT initiative and project levels.

With a basic understanding of the framework, as outlined here, organizations can apply the decisiontree (see Figure 8) to select the category that best describes business value for their IT initiatives.


Figure 7. Business Value Category Decision Tree

No

No

Is It Revolutionary?

For Everyone?

There is potential for new markets or industries, or displacement or elimination of existing industries.

For the Client?

There is potential to move the client’s business into entirely new markets or industries.

Does It Keep the Lights On?

The situation is about supporting or improving essential, nondifferentiated business functions that do not directly produce revenue.

Does It Make Money?

The situation is about enhancing, extending, or differentiating existing business capabilities related to products, services or markets.

Yes

Yes

Yes

Transformthe Business

Run the Business

Grow the Business

Source: Gartner (December 2014)

Identifying Value in Each Category

When looking to map individual IT initiatives to the run the business, grow the business andtransform the business framework, consider the following points of view:

■ Run the Business: In most run-the-business cases, the basic function is essential to staying inbusiness, and the need for the function is not at issue. Price/performance is the real issue.Don't justify the need for the organization to have paychecks or to track expenses. The valuestatements need to justify:

■ The investment in terms of price/performance

■ Changing over to electronic paychecks to increase accuracy and eliminate rework

■ Outsourcing expense management to lower monthly support costs

■ Server upgrades to eliminate unplanned downtime

■ Grow the Business: Think through the whole value chain. For example, a capability thatenables a reduction in the product development cycle time equates to more new products tomarket faster, which can lead to more revenue and/or market share. As in this example,construct the value argument from measurable operational improvements and a plausible set of


value chain connections, instead of directly forecasting financial benefit. Stakeholders must seehow the business value is generated to properly understand the opportunity.

■ Transform the Business: These opportunities make the world in which the organizationoperates a different place. To discuss value, a picture must be painted of how the world will bedifferent. At the industry level, describe who will win or lose, how and why. At the market level,describe what makes the market new or different, and what new rules will separate winnersfrom losers. At the enterprise level, describe what the bet is: What is at risk for the client(starting with the entire investment and possibly including the entire company — for example,Motorola bet and lost $26 billion on the Iridium project), and what can be gained? Apple, on theother hand, invested in iTunes (a Web-based service), and, thus, created not only a newrevenue model with an online storefront, but also a new platform to catapult and transform itsproduct set (as well as the market) in terms of the disruptive technologies behind its iPod,iPhone and iPad.

The Link to Strategy

The run-grow-transform framework is a starting point for the overall process of describing,forecasting and measuring IT value. Gartner believes that the initial language and metrics used forbusiness value are critical success factors in the organization's ability to make good IT investmentdecisions. For organizations that are looking for best practice, consider linking individual IT servicesto individual business process performances in a causal chain. For more information, see "A SimpleFramework to Translate IT Benefits Into Business Value Impact"; this document has been archived;some of its content may not reflect current conditions.

IT Spending Distribution: Hardware, Software, Personnel and Outsourcing, 2014

The distribution of spending between hardware, software, personnel and outsourcing costs canshow the dynamics of IT investments. For the purpose of this research, personnel includesoccupancy/facilities costs.

The definitions of each category are as follows:

■ Hardware Expenses: These include all hardware expenses described in the IT spending/budget definition.

■ Software Expenses: These include all software expenses described in the IT spending/budgetdefinition.

■ Personnel Expenses: These include:

■ Salary and Benefits Expenses: These should include salary (including overtime pay),benefits and "other" employee costs, such as travel and training for all IT FTEs. The "benefitload" should include costs for bonuses, paid holidays, vacations, medical/dental coverage,life and accident insurance, retirement plans, stock plans, disability, Social Security,unemployment compensation, dependent care, tuition reimbursements and employeeassistance programs (for example, physical exams, exercise programs and similar costs).


■ Occupancy/Facilities Expenses: These include fully burdened costs for the facilities beingused by the staff that supports the enterprise. Some examples include office space,furniture, electricity, maintenance, property taxes, security and office supplies. Occupancycosts for space dedicated to IT functions, such as the data center (including power/heatmanagement and raised floors), are also included.

■ Outsourcing Expenses: These include the fees for third-party or outsourcing contracts inwhich "outsourcing" is defined as "any situation in which the full operational responsibility for ITservices is completely handed over to an external service provider (for example, subcontractingmicrofiche, print, maintenance, procurement, system management and equipment)." Thisincludes outsourced transmission services/expenses.

This measure can be helpful in adding context to the IT investment strategy from a sourcingperspective, in terms of accounting-based resources that may be insourced (for example, IThardware, software, personnel and occupancy/facilities costs) versus services delivered by a thirdparty (for example, outsourced services and data/voice transmission costs). As an organizationincreases or decreases the level of third-party/outsourced services, it may find an inverse effect inits associated personnel, hardware and/or software expenditures, depending on the scope of third-party services retained and on business requirements. The cyclical nature of capital investments inIT hardware and software may also play a significant role in an organization's IT spending outlayduring a given year.

Figure 8. Government — State and Local: Distribution of IT Spending on Hardware, Software, Personnel,Outsourcing

15% 19% 44% 22%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Hardware Software Personnel Salaries & Benefits Outsourcing


Distribution of IT FTEs: Insourced Versus Contractor, 2014

The distribution of IT FTEs (insourced versus contractor) can help provide a view of the IT staffingstrategy.

Insourced IT FTEs are defined as:


"FTEs who are employed by the IT organization (excluding contractors and consultants). Theseinclude all full-time and part-time employees supporting the IT environment, as defined by ITspending/budget."

Contract IT FTEs are defined as:

"Contract FTEs (contractors) who are supplemental to your staff and are "operationally"managed by the in-house staff. These include all full-time, part-time and temporary contractorssupporting the IT environment, as defined by IT spending/budget."

IT contract labor or contractor usage can be an effective approach to maintaining flexibility andagility when business conditions are changing. However, keeping contractors for extended periodscan be costly and limit process standardization.

Figure 9. Government — State and Local: Distribution of IT FTEs: Insourced vs. Contractor

88% 12%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Insourced Contractors


Distribution of IT Resources by IT Functional Area

The distribution of IT cost by IT functional area provides a view of key IT resource consumption inthe context of the overall IT portfolio:

■ Definitions for the IT Functional Area Framework are defined below.

■ This distribution is different from all the previous metrics because it represents an annual"expense view" of IT costs, which includes depreciation and amortization, as well as the currentyear's operational, lease and maintenance expenses. However, this view excludes the fullcapital expense outlay of the given year, to reflect the total annual cost of the IT environment.

The distribution of IT expenses into these categories helps to define the relative level of IT resourcesrequired per year to support the technology environment portfolio. This is often leveraged in tandemwith IT resource planning exercises, wherein annual cost and staff resource allocations can beviewed in terms of IT infrastructure (data center, end-user computing, IT service desk, data network


and voice network) versus applications (application development and application support) versus IToverhead (IT management, IT finance and IT administration). While this measure is helpful inidentifying relative volumes of IT resource consumption by IT functional area, as compared toindustry, it does not aid in identifying whether resources are being leveraged in a cost-effective orproductive manner.

By viewing human resources (IT FTEs) within the context of the total portfolio, organizations are ableto identify which environment is the most labor-intensive as a percent of the IT labor pool. Typically,application activities (development and support) demand the most resources from both cost andstaffing perspectives. The degree to which an organization outsources should be consideredalongside such staffing metrics.

Figure 10. Government — State and Local: Distribution of IT Cost and Staffing by IT Functional Area

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Cost Distribution

Staffing Distribution

Cost Distribution Staffing DistributionData Center 25% 20%

End-User Computing 14% 13%

IT Service Desk 9% 10%

Voice Network 6% 4%

Data Network 10% 6%

Application Development 10% 14%

Application Support 16% 19%

IT Management 6% 8%

Finance & Administration 4% 6%



To better understand IT functional area cost-efficiency levels, Gartner recommends evaluatingindividual IT functional area annual costs compared with the workload supported, within the contextof service levels, complexity, demand and scale. For more information on cost measures by ITfunctional area, see Gartner's various IT Key Metrics Data: Key Infrastructure Measures research(which is cited throughout this report and in the IT Functional Area Framework section).

IT Functional Area Framework

The following sections provide guidance on how to count costs and FTE numbers, as defined by thescope of the IT functional area framework/chart of accounts. This includes costs associated withthe operation, lease, maintenance, and depreciation of hardware, software, connectivity, disasterrecovery, occupancy/facilities and personnel to support the environment as defined below.

Data Center

Note: Data center (enterprise computing and storage) includes mainframe, Linux, Unix andWindows servers, storage, and any other platform running in the data center.

Hardware

■ Processing devices: Include all hardware in server platform configurations, including internaldisk storage, controllers, external disk arrays, tape libraries, optical jukeboxes, processors,memory, cards and other offline media supplies.

Software

■ Annual costs for host and virtual OS licenses, virtualization and partitioning software, utilities,databases, middleware, content/document management search engines, messaging,communications (TCP/IP, FTP and host-based) and server security software.

Connectivity

■ Intra-data-center connectivity: This typically includes routers, switches, load balancers,controllers and appliances. Data center communication networks are dedicated networks thatare segregated or isolated from the general-purpose LANs or WANs. General-purpose orshared network costs are excluded from the data center and should be allocated to the datanetwork.

■ Inter-data-center connectivity: This typically includes the transmission cost and hardware costfor the fiber, used and unused (dark fiber), and the switches and controllers. Data center remotecommunication networks are dedicated networks that are segregated or isolated from thegeneral-purpose LAN or WAN. General-purpose or shared network costs are excluded from thedata center and should be allocated to the data network.

Disaster Recovery

■ Includes disaster recovery contracts (compute and communications) for hot sites (shellfacilities), dedicated hardware, software and connectivity.


Facilities/Occupancy

■ Costs for power/heat management, furniture, access systems, office space, raised floor and / orslab using overhead cable trays etc.

Personnel

■ Operations/maintenance, engineering technical services, planning and process management,service administration, management and administration, and facilities management.

For more detailed information, see "IT Key Metrics Data 2015: Key Infrastructure Measures:Mainframe Analysis: Current Year," "IT Key Metrics Data 2015: Key Infrastructure Measures: LinuxServer Analysis: Current Year," "IT Key Metrics Data 2015: Key Infrastructure Measures: Unix ServerAnalysis: Current Year," "IT Key Metrics Data 2015: Key Infrastructure Measures: Windows ServerAnalysis: Current Year" and "IT Key Metrics Data 2015: Key Infrastructure Measures: StorageAnalysis: Current Year." (Access to these documents is dependent on your level of Gartnersubscription.)

End-User Computing

Hardware

■ User client and peripheral hardware: desktop, laptop, thin-client and tablet PCs, personal andshared printers, multi-functional printers (MFPs or MFDs), handheld devices such assmartphones, and messaging devices. Transmission costs for these devices are excluded andshould be allocated to the data network.

■ IT management hardware: This encompasses hardware that primarily supports an IT process,not a business or user process. Examples are test and training devices, servers hosting networkand system management (NSM) or asset management software, and devices used by the ITstaff supporting the end-user computing environment. This also includes supporting a hostedvirtual desktop (HVD) installation.

Software

■ User client software.

■ Personal productivity and database: This includes new word processors, spreadsheets,presentation packages, personal databases and other personal productivity software executingon client systems. It also includes upgrades.

■ Messaging and groupware: This includes new and upgraded email, groupware andcollaboration software.

■ IT Management Software: This includes IT software that is used exclusively for IT functionsincluding network, systems, storage and asset management, training and computer-basedtraining (CBT) software as well as security software (antivirus, personal firewall, encryption, etc.).This also includes supporting a hosted virtual desktop (HVD) installation.

Disaster Recovery


■ Annual costs of hardware, software, connectivity, occupancy and contracts specificallydedicated to disaster recovery for end-user computing.

Occupancy

■ Occupancy costs should include fully burdened costs for the facilities being used by the staffsupporting the end-user computing environment. Some examples include office space,furniture, electricity, maintenance, property taxes, security and office supplies.

Personnel

■ Operations/maintenance, engineering technical services, planning and process management,service administration, management and administration.

For more detailed information, see "IT Key Metrics Data 2015: Key Infrastructure Measures: End-User Computing Analysis: Current Year." (Access to this document is dependent on your level ofGartner subscription.)

IT Service Desk

Hardware

■ PBX, ACD, interactive voice response, computer-telephony integration, IT service desk end-user computing devices, and IT service desk application servers.

Software

■ This includes all software that is necessary to operate the IT service desk, such as expertknowledge tools, problem management tools, quality monitoring, self-service, workforcemanagement software, workflow management software and IT service desk management portalsoftware.

Occupancy

■ Occupancy costs should include fully burdened costs for the facilities being used by the staffsupporting the IT service desk environment. Some examples include office space, furniture,electricity, maintenance, property taxes, security and office supplies.

Transmission

■ Includes inbound 800 service, dedicated trunking, local service, outbound long distance,Internet access (for example, IT service desk portal) and networking between IT service desks.

Disaster Recovery

■ Annual costs of hardware, software, connectivity, occupancy and contracts specificallydedicated to disaster recovery for IT service desk.

Personnel


■ IT service desk agents, operations/maintenance, engineering technical services, planning andprocess management, service administration, management and administration.

For more detailed information, see "IT Key Metrics Data 2015: Key Infrastructure Measures: ITService Desk Analysis: Current Year." (Access to this document is dependent on your level ofGartner subscription.)

Voice Network

Note: Total voice network includes voice premise technology and wide-area voice network costs, aswell as dedicated cellular (mobile) voice network costs.

Hardware

■ Wide-area voice network hardware: Switching and routing, as well as terminating hardware.Terminating hardware includes microwave, satellite, compression, multiplexer/channel bank,PBX network interface card and channel service unit/data service unit (CSU/DSU).

■ Voice premise: Telephone system equipment (such as voice switch/server and peripherals,including modules and uninterruptible power supply [UPS]), premise system phones (voice only;smartphones such as BlackBerry, iPhone and Android-based devices are excluded and shouldbe allocated to the end-user computing environment), voice mail hardware (for example,processors and storage) and message authentication control (MAC) materials.

■ IT management (network operations center [NOC]): This includes hardware that is located withina client's NOC and is used to support a client's centrally managed voice infrastructure/network.This includes client devices (PCs on NOC desktops) as well as servers (NOC), located within theNOC or elsewhere, but used primarily by the NOC to support the voice network infrastructure.The costs for these client devices/servers may need to be prorated between voice and dataservices, depending on a client's NOC environment.

Software

■ Switch/voice server and peripherals (e.g., automatic call distribution [ACD], voice response unit[VRU]) and voice mail software costs.

■ IT management (NOC): Software used by the NOC primarily to support/manage a client's voicenetworks. The costs for this software may need to be prorated between voice and dataservices, depending on a client's NOC environment.

Transmission

■ Includes all outbound and inbound transmission costs. It also includes the annual cost for localcentral office lines (where applicable) as well as cellular (mobile) voice only transmission costs.

Disaster Recovery

■ Disaster recovery contracts (communications) for hot sites (shell facilities), dedicated hardware,software, and connectivity.


Occupancy (For Personnel Only)

■ Occupancy costs should include fully burdened costs for the facilities being used by the staffsupporting the voice network service. Some examples would include office space, furniture,electricity, maintenance, property taxes, security and office supplies. Occupancy for hardware(for example, closet space) is specifically excluded (that is, occupancy costs should apply onlyto the people supporting a client's voice network).

Personnel


For more detailed information, see "IT Key Metrics Data 2015: Key Infrastructure Measures: VoiceNetwork Analysis: Current Year," "IT Key Metrics Data 2015: Key Infrastructure Measures: Wide-Area Voice Network Analysis: Current Year" and "IT Key Metrics Data 2015: Key InfrastructureMeasures: Voice Premise Technology Analysis: Current Year." (Access to these documents isdependent on your level of Gartner subscription.)

Data Network

Note: Data network includes WAN, LAN and Internet access services (IASs), as well as dedicatedcellular (mobile) data network costs:

■ WAN: Connectivity and transmission of business-critical data between enterprise locations andbusiness partners

■ LAN: Accounts for the provisioning of communications and connectivity to critical businesssystems within enterprise sites and campuses (Note: Costs associated with permanent buildingcabling, horizontal and vertical, are excluded. Likewise, costs for any interbuilding cabling —copper and/or fiber — that would be found on a campus are also excluded.)

■ IAS: Enterprise access to the global Internet, for the use of its personnel and for the use of itsexternal customers to access enterprise websites

Hardware

■ Security hardware: Dedicated data network firewall hardware/servers, intrusion/detectionservers and devices, as well as encryption hardware.

■ NOC hardware: This includes hardware that is located within a NOC to support a centrallymanaged data network infrastructure/network. This includes test equipment and remotemonitoring equipment, client devices (PCs on NOC desktops) and network managementservers (NOCs).

■ Switching, routing and wireless hardware, including switches and routers, multiplexers, satelliteequipment, boundary (branch) routers, backbone routers and bridges, and wireless accesspoints.


■ Other dedicated data network hardware, including Domain Name System (DNS) and DynamicHost Configuration Protocol (DHCP) servers, optimization equipment such as Internet load-balancing hardware, UPS, MAC hardware and MAC cable (closet to desktop).

■ Some of this may need to be prorated between the voice and data network.

Software

■ Security software: Dedicated data network firewall software, intrusion/detection software aswell as encryption software.

■ NOC software: All NSM software costs related to the NOC's support of the data networkinfrastructure/network.

Transmission

■ Annual data network transmission costs, such as carrier digital services including Frame Relayaccess, ports and PVCs (Permanent Virtual Circuits), ATM (Asynchronous Transfer Mode)access, ports and PVCs, MPLS (Multiprotocol Label Switching) access, ports, and CARs(Committed Access Rates) which also includes specific charges for Quality of Service (QoS)commitments, sometimes referred to as traffic shaping, T3/E3, dial backup service,Synchronous Optical Network (SONET), metropolitan Ethernet, and dark fiber, as well as annualcost for circuits connected to the Internet service provider. and cellular (mobile) datatransmission costs.

Disaster Recovery

■ Disaster recovery contracts (communications) for hot sites (shell facilities), dedicated hardware,software, and connectivity.

Occupancy (For Personnel Only)

■ Fully burdened costs for the facilities being used by the staff supporting the data network.Some examples include office space, furniture, electricity, maintenance, property taxes, securityand office supplies.

Personnel


For more detailed information, see "IT Key Metrics Data 2015: Key Infrastructure Measures: DataNetwork Analysis: Current Year," "IT Key Metrics Data 2015: Key Infrastructure Measures: Wide-Area Data Network Analysis: Current Year" and "IT Key Metrics Data 2015: Key InfrastructureMeasures: Local-Area Data Network Analysis: Current Year." (Access to these documents isdependent on your level of Gartner subscription.)

Applications

Application Development


■ New code for a new application and functional enhancements to the current code that takemore than two person-weeks, or that typically add eight function points or more. A "functionalenhancement" is defined as "a change made for a user that allows additional capabilities (froma business point of view) that were not there before. In some environments, majorenhancements can actually be added in less than two person-weeks. If this is the case, andeight function points or more are added (about 800 lines of COBOL or 300 lines of a databaselanguage), then this is still categorized as development

Application Support

■ Bug fixes of any size or duration, maintenance of hard-coded data or tables (including field sizechanges) embedded within the programs (any size or duration), and functional enhancements tocurrent code that take less than two person-weeks and typically add fewer than eight functionpoints, or any project that produces no new business functionality for the user.

■ A "functional enhancement" is defined as "a change made for a user that allows additionalcapabilities (from a business point of view) that were not there before." In some environments,major enhancements can actually be added in less than two person-weeks. If this is the case,and eight function points or more are added (about 800 lines of COBOL or 300 lines of adatabase language), then this is categorized as development rather than support.

Hardware

■ This includes only hardware (mainframes, servers, end-user computing devices) used by theapplication development or support staff members to do their jobs (that is, client devices as wellas servers and a portion of the mainframe used for application development and testing). Thisexcludes end-user or production hardware.

Software

■ Development and support software required by the application development and support staffmembers to do their jobs. It may include the languages/compilers/databases, development/testing tools and IT management software tools, such as project estimators and projectschedulers.

■ Business functionality software: For application support, this includes the maintenance cost ofoff-the-shelf vendor packages, as well the annualized cost of the software.

Occupancy

■ Fully burdened costs for the facilities used by the development or support staff and included inthis analysis view. Some examples would include office space, furniture, electricity,maintenance, property taxes, security and office supplies.

Personnel

■ Application development: This includes staff involved in developing new applications,enhancing existing applications, installing new packages and installing major functionalenhancements to existing packages.


■ Application support: This includes staff involved in supporting applications that exist within thecurrent portfolio. It also includes personnel who are responsible for fixing programmingproblems uncovered when applications are running in production. It does not include anypersonnel who are responsible for running the production applications. If an upgrade for apackaged application primarily contains fixes for existing problems, then the efforts involved ininstalling such a maintenance upgrade are included in application support.

For more detailed information, see "IT Key Metrics Data 2015: Key Applications Measures: Cost andStaff Profile: Current Year," "IT Key Metrics Data 2015: Key Applications Measures: ApplicationDevelopment: Current Year" and "IT Key Metrics Data 2015: Key Applications Measures:Application Support: Current Year." (Access to these documents is dependent on your level ofGartner subscription.)

Corporate IT Management

Only include functions that are at a level within the IT organization that, after best effort, cannot beallocated to an IT functional area.

Office of the CIO/CTO

■ This includes the "C-level" IT management, including the CIO and CTO functions. Also includedhere are the direct reports of the CIO, who spend the majority of their time providing enterprise-wide support other than the functions outlined below (that is, special projects).

IT Human Resources

■ This includes resources dedicated to human resource issues surrounding the recruiting andretention of IT staff.

IT Marketing

■ This includes resources dedicated to marketing the capabilities of the IT organization to thebusiness units.

Technology Planning and Process Management

■ This includes activities related to the planning for and management of current and futuretechnology needs, and the establishment of policies and processes relating to technology. Thisalso includes, but is not limited to, systems research, product management, technologyevaluation and purchase decision making, the establishment of processes surrounding securityand virus protection, and business continuity/recovery.

Disaster Recovery

■ This includes resources dedicated to planning, testing and implementing contingencyprocedures across all IT functions. This also includes the staff dedicated to safeguarding theenterprise's ability to continue operations of vital business functions following physical damageor other catastrophes that impact business facilities. Responsibilities include:

■ Maintaining disaster recovery documentation


■ Negotiating contingency site arrangements and serving as liaison with the vendor

■ Managing off-site data retention

Security

■ This includes resources that oversee the development of standards and procedures forensuring overall network and systems integrity.

IT Finance and Administration

Only include functions that are at a level within the IT organization that, after best effort, cannot beallocated to an IT functional area.

IT Administration

■ This includes direct administrative and clerical support to enterprise-level IT. Positions includesecretary, receptionist and administrative assistant.

Budget and Chargeback

■ This area establishes the overall IT budget, monitors actual expenses versus the budget,arranges financing for purchases and performs financial reporting to other enterprise areas.Staff members also handle the operation of the chargeback system. Positions include financialanalyst and chargeback administrator.

Asset Management

■ Tracking: This area provides the administrative support for tracking systems and systemcomponents. It accounts for labor and contract costs for managing depreciation records andlease contracts, performing asset inventories (physical or automatic management), assetidentification and tracking, asset database management, change recording and reconciliation. Italso includes the creation and maintenance of an up-to-date record of installations, moves,adds, changes, removals and final disposal of all assets (for example, hardware, software andcircuits). The record contains information for locating, assessing, auditing, troubleshooting,counting and assigning assets, or performing other technical and business functions without theneed to repeatedly visit the asset location or reassemble data records. It also includes thedetermination of an asset's useful life, including planning for the installation, upgrade, andremoval/disposal of the asset and executing the plan.

■ Procurement: This area solicits bids, negotiates purchasing agreements, establishes purchaseorders, validates vendors' bills, coordinates with accounts payable for payments and handlescontract administration.

Quality Assurance

■ This includes staff responsibility for monitoring, tracking and recommending solutions forimproving the content and delivery of services provided by the customer service contact center.


Training

■ This refers to the primary source for the delivery of training within the IT organization and forend users in the business units. This area may also prepare the training materials, evaluateemployee skills and assist in the creation of custom training programs for the organization.

Conclusions

A successful IT performance measurement program communicates metrics that are important to atarget audience. This remains true when communicating IT investments to the business. Themetrics and benchmarks that Gartner has identified here provide a high-level view of current trendsin IT by industry. They also reveal trends in business alignment, staffing, technology andoutsourcing. They can be used to assist in communicating alignment with the business and inevaluating targets in key technology areas. They provide context for key business decisions andinternal performance measures.

It is important to understand that the published averages are not targets, and decisions of "good" or"bad" performance should not be based on these metrics. They are indicative reference points fromwhich to view current performance and investment levels to help you identify differences that couldmerit further analysis. Articulating why your organization is higher or lower than these metrics is thefirst step in better business alignment and the communication of IT's impact on businessperformance.

For more detailed metrics focused on IT infrastructure cost and performance, consult Gartner'svarious IT Key Metrics Data: Key Infrastructure Measures research, which can help provide moreinsight into IT-centric cost-efficiency and productivity metrics.

For more detailed metrics focused on IT application spending, staffing and project measures,consult Gartner's IT Key Metrics Data: Key Applications Measures research, which can help providemore insight into total application development versus support metrics.

ITKMD is a Gartner Benchmark Analytics solution that delivers indicative IT metrics in a publishedformat as directional insight for IT organizations. This solution represents a subset of the metricsand prescriptive benchmark analysis capability that is available through Gartner BenchmarkAnalytics. For ongoing and more targeted analyses, Gartner Benchmark Analytics provides clientswith in-depth, personalized benchmarking and customized assessments. These prescriptive, client-focused engagements are structured to identify technology performance strengths, to prioritizeopportunities for IT and business optimization, and to assist in communicating IT's role in creatingbusiness value through strategy enablement and process improvement.

Related IT Key Metrics Data Research

This research is part of a set of Gartner Benchmark Analytics research pieces.

Depending on your subscription level for Gartner services, some clients have access to the GartnerITKMD publication series from gartner.com, select "Explore," "Metrics & Tools," and "IT Key MetricsData."


For detailed information and metrics specific to each of the IT Key Metrics Data: Key IndustryMeasures, see individual documents outlined in Table 1 above, or review "IT Key Metrics Data 2015:Index of Published Documents and Metrics" for a comprehensive list of all available IT Key MetricsData 2015 research.

Table 6. ITKMD 2015: Overview Document Index

Document Title Current Year

Executive Summary G00265996

Small and Midsize Enterprise Executive Summary G00265997

Resources to Review Your ITBudget Assessment G00265998

Index of Published Documents and Metrics G00265999

Demographics G00266000

Surveys G00266001

Frequently Asked Questions G00266002

Glossary of Terms G00266003

Definition of Industries G00266004


Appendix: Exploring Gartner's Prescriptive Benchmark Analytics Capabilities

Gartner's consulting-based benchmark analytics capabilities deliver unbiased comparisons of ITperformance relative to unique client-specific peer organizations and those considered best inclass. Benchmarks can help you assess your IT organization's performance to ensure delivery ofcost-effective and efficient IT services, and identify opportunities for improving performance.

Gartner Consulting led benchmarks are individually configured, project-specific benchmarks thathelp support such IT challenges as growth planning, charging for IT services, budget validation,mergers and acquisitions, end-user satisfaction, application rationalization, or the support ofoutsourced service contract evaluation. Benchmarking offers a stake in the ground, to determinewhere an enterprise is today, and a future road map, which shows where opportunities lie.

Gartner Benchmarking can help you:

■ Plan your IT budget with relevant facts and metrics to justify your IT spending and staffingcosts.

■ Identify opportunities for cost optimization and investment prioritization.


■ Use data to improve dialogue and align with business units and the board.

■ Select the right mix of insourcing and outsourcing at fair-market prices and service levelsavailable today.

Gartner Benchmark Analytics Select Case Studies

CIO and IT Executive Benchmarks

CIO and IT executive benchmarks evaluate performance from two perspectives: a cost and maturityassessment of critical IT competencies and IT business value. Learn more at Gartner Consulting:For Your IT Role.

CIO Benchmarking Case Studies

■ CIO Wants to Move IT to a Process-Focused Delivery Model

■ CIO Wants to Obtain a Better Understanding of IT Performance

■ Organization Establishes a Baseline and Looks to the Future

■ Organization Evaluates IT's Ability to Support the Dean's Vision

■ CIO Balancing Increased Demand With Flat Resources

IT Budget Benchmarking Case Studies

■ Organization Ensures Industry Competitiveness

■ Organization Assesses Merger and Acquisition Activity Implications on IT Spend

Consortium Benchmarking Case Studies

■ Organizations Share Best Practices

Infrastructure and Operations Benchmarks

Infrastructure and operations benchmarks create a starting point in the process of helping ITorganizations identify and assess all IT performance levels. Learn more at Gartner Consulting'sBenchmarking: For Your IT Challenges — Infrastructure and Operations.

Infrastructure and Operations Benchmarking Case Studies

■ Organization Assesses IT Performance to Ensure Effectiveness and Competitiveness

■ Organization Benchmarks IT Costs to Ensure Ongoing Cost-Effectiveness and ConsistencyWith Industry

■ Organization Undergoes Cost-Optimization Assessment


http://www.gartner.com/technology/consulting/cio.jsp

http://www.gartner.com/technology/consulting/cio.jsp

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsScorecardCIONAInsuranceCaseStudyOct2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsScorecardCIONAUtilityCaseStudyOct2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalytics_Scorecard_CIO_SA_Mining_CaseStudy_Oct2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsScorecardCIONAEducationCaseStudyMar2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsScorecardCIOUtilityNACaseStudyMar2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsScorecardITBudgetNATransportCaseStudyMar2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsScorecardITBudgetNAFoodBeverageCaseStudyMay2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsConsortiumNAUtilityCaseStudyMay2011R.pdf

http://www.gartner.com/technology/consulting/benchmarking/infrastructure-operations.jsp

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsCostIONAFinancialServicesCaseStudyMar2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsCostIONAInsuranceCaseStudyMar2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsCostIONAInsuranceCaseStudyMar2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsCostIONAMediaCaseStudyMar2011R.pdf

■ Organization Creates a Foundation for Continual Improvement

Enterprise Computing Benchmarking Case Study

■ Organization Benchmarks Data Center Costs to Ensure Cost-Effectiveness

End-User Computing Benchmarking Case Study

■ Organization Creates Foundational Components for Increased Transparency of Services to EndUsers

Applications Benchmarks

Applications benchmarks are the starting point in the process to help IT organizations identify andassess application development and support performance levels. Learn more at GartnerConsulting's Benchmarking: For Your IT Challenges — Applications.

Application Development and Support Benchmarking Case Studies

■ Organization Ensures Competitiveness and Quality

■ Organization Maintains a Foundation for Continual Improvement

■ Organization Manages Stakeholders and Identifies Performance Improvement

■ Organization Creates a Foundation for Continual Improvement

SAP Benchmarking Case Study

■ Agency Ensures Delivery of Cost-Effective SAP Services

Sourcing and Vendor Relationship Benchmarks

Sourcing and vendor relationship benchmarks provide an accurate answer to the question, "Is this agood market price for the services being provided?" Learn more at Gartner Consulting'sBenchmarking: For Your IT Challenges — Sourcing and Vendor Relationships.

Market Assessment Benchmarking Case Studies

■ Organization Implements Third-Party Benchmark Clause

■ Organization Wants to Execute a Global Consolidation Strategy

■ Organization Accelerates Business Growth

IT Service Catalog Benchmarking Case Study

■ Organization Assesses IT Service Catalog Rates to Validate Current Competitiveness


http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsCostIOApplicationsNAHealthCareInsCaseStudyMar11R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsCostMainframeUnixStorageNAFSCaseStudyMar2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsCostCPSSvcCatNAHealthcareProviderCaseStudyApr2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsCostCPSSvcCatNAHealthcareProviderCaseStudyApr2011R.pdf

http://www.gartner.com/technology/consulting/benchmarking/applications.jsp

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsCostApplicationDevelopmentEMEAInsuranceCaseStudyMar2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsCostApplicationDSNAAgriculturalCaseStudyMar20112R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsCostApplicationDEMEAFinancialServicesCaseStudyMar2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsCostApplicationDSNAInternetServicesCaseStudyMar201R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsCostSAPNAGovernmentCaseStudyJUN2011R.pdf

http://www.gartner.com/technology/consulting/benchmarking/sourcing-vendor-relationships.jsp

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsPriceBenchmarkClauseNAFinancialServicesCaseStudyApr2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsPriceConsolidationHealthCareInsuranceNACaseStudyApr2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsPriceCostOptimizationManufacturingNACaseStudyApr2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsCostIOSvcCatNAPublicAdminCaseStudyApr2011R.pdf

Cloud as a Service Benchmarking Case Studies

■ Organization Looks to Procure Cloud Email

■ Organization Evaluates Backup as a Service

■ Organization Requires Third-Party Assessment of Storage as a Service Offering

■ Organization Desires Unified Communications as a Service Contract Evaluation

End-User Satisfaction Benchmarks

IT customer satisfaction benchmarks establish a baseline for customer satisfaction and create aroad map that helps prioritize efforts to increase these levels. Learn more at Gartner Consulting'sBenchmarking: For Your IT Challenges — IT Customer Satisfaction.

IT Customer Satisfaction Benchmarking Case Study

■ Organization Undergoes an Assessment of End-User Satisfaction

■ Agency Assesses End-User Satisfaction

IT Business Effectiveness Benchmarks

IT business effectiveness benchmarks establish a baseline for IT's effectiveness in meetingbusiness needs and identify opportunities to better align the IT organization with the enterprise formaximum results. Learn more at Gartner Consulting's Benchmarking: For Your IT Challenges — ITBusiness Effectiveness.

Business Effectiveness Benchmarking Case Study

■ Agency Undergoes an Assessment of Business Effectiveness

More information on Gartner Benchmark Analytics can be obtained by contacting your accountexecutive, or by email: [email protected].

Gartner Recommended ReadingSome documents may not be available as part of your current Gartner subscription.

"Best Practices to Drive Cost and Value Optimization in IT Management"

"The Gartner Cost Value Matrix: Assess If Cost Optimization Initiatives Balance Cost Reduction andBusiness Value"

"Six Ways to Drive Cost and Value Optimization for IT Operations"

"One More Time: This Is How You Express Costs in Business Value Terms"


http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsPriceCloudEMEAPublicAdminCaseStudyJUN2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsPriceCloudNAFinancialServicesCaseStudyAug2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsPriceCloudStorageNATechnologyServicesCaseStudyAug2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsPriceCloudNAAerospaceDefenseCaseStudyAug2011R.pdf

http://www.gartner.com/technology/consulting/benchmarking/it-customer-satisfaction.jsp

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsSurveyITCSNAUtillityCaseStudyMar2011R.pdf

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsSurveyITCSNAPublicAdministrationCaseStudyMar2011R.pdf

http://www.gartner.com/technology/consulting/benchmarking/it-business-effectiveness.jsp

http://www.gartner.com/technology/consulting/benchmarking/it-business-effectiveness.jsp

http://imagesrv.gartner.com/consulting/pdf/BenchmarkAnalyticsSurveyITBENAGovernmentCaseStudyJan2012.pdf

mailto:[email protected]

"How to Manage the IT Budget Wisely Through Cost and Value Optimization"

"It's Time for the Next Round of I&O Cost Reductions"

"Fight IT Cost Optimization Fatigue With These Saving Strategies"

"Manage Four Views of the IT Budget"

"Use Benchmarking to Identify IT Cost Optimization Opportunities"

"Don't Settle for Average When Benchmarking IT"

"Five Principles Underpin IT Cost Optimization Success"

"IT Cost Optimization Should Be an Ongoing Discipline"

Evidence

■ This research contains relevant database averages and ranges from a subset of metrics andprescriptive engagements available through Gartner Benchmark Analytics consulting-basedcapabilities.

■ Employee, income and revenue data is based on the most recently completed fiscal year.

■ Calculations were made using worldwide observations.


http://www.gartner.com/technology/consulting/benchmark-analytics.jsp

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Project_Review (All)

Status IMS Dept / Project Name Start Finish Actual Work Remaining Work

Active Completed Public Utilities 0 40

IVR 01/02/15 12/31/15 0 40

IMS 1,098 7,515

Agenda Management Software ‐ for Council 09/08/14 07/08/15 246 423

Change Management 10/01/14 09/30/15 95 748

Hive Pass Phase 2 01/27/15 07/30/15 51 99

Library Financial Administration 2015 07/01/13 03/18/16 23 577

Library Portfolio Administration 01/01/15 09/09/15 114 346

Marmalade 02/24/15 07/20/15 265 4,690

Risk Management Case Manager 12/31/14 04/30/15 108 18

ServiceNow Upgrade 2015 01/20/15 06/25/15 176 572

test 03/19/15 04/07/15 21 43

Mapping 62 243

Set up a Replacement Accela Map Server 12/18/14 05/12/15 62 243

Network 2,757 4,831

e‐Discovery Operations Support 09/15/14 07/16/15 37 363

EMS Trucks 01/05/15 05/01/15 23 40

Gateway Mall Cop Shop 01/05/15 05/29/15 15 61

HASL Support 03/27/14 09/29/15 987 1,407

HASLC Email Conversion 01/12/15 04/22/15 149 8

Install Cameras ‐ Glendale, Main 02/18/15 06/30/15 12 27

Library Network Projects 2015 03/14/14 10/13/15 1,203 1,863

PSB ‐ Core Switch 01/05/15 09/08/15 37 11

Web Application Firewall 01/05/15 05/22/15 63 5

Internet and MOE Upgrade 02/05/15 05/22/15 13 1

SCCM Evaluation 03/10/15 05/01/15 164 7

Network Monitoring ‐ Network Instruments 03/18/15 06/29/15 2 2

Power Cycle HASLC IT for RMP 04/16/15 05/08/15 16 20

FBI BCI Audit 04/20/15 06/01/15 0 96

DHS CyberSecurity Assessment 04/20/15 06/30/15 0 72

Cisco ‐ ISE and Prime 04/21/15 06/30/15 0 216

tp6394

Typewritten Text


Active UCS and NetApp 04/21/15 07/02/15 31 120

Library Phone System Upgrades 04/21/15 07/07/15 2 446

Water Department Fiber Project 04/20/15 05/20/15 5 67

SLCTV 0 268

Library SLTV Projects ‐ 2014 12/18/14 06/30/15 0 268

Software Engineering 1,889 2,701

ACT_Collections 11/17/14 06/12/15 1,039 753

Engineering CIP Database Front‐end Discovery 12/09/14 06/01/15 516 200

Socrata Automated Update 12/01/14 05/26/15 107 21

Courts Assistant 10/23/14 08/28/15 86 786

Chase Paymentech Replaces PayPal phase 2 is PUtil 02/19/15 06/15/15 91 665

Build the interfaces for Parking 03/23/15 03/23/15 0 0

Coris Court Calendar 03/23/15 04/01/15 51 0

SharePoint Council Agenda 04/01/15 05/31/15 0 275

Software Engineering Maintenance 0 200

Candidate Finance Reporting 02/17/15 06/30/15 0 200

Software Engineering PU‐Dev 1,447 19,070

Cross Connections 12/01/14 07/14/15 558 6,092

Handheld Enhancements 11/19/14 04/14/15 7 113

Pretreatment 01/06/15 08/05/15 53 1,128

PUBS Hive Dev 01/26/15 07/17/15 206 371

PUBS Investigator Dev 12/22/14 09/23/15 428 2,846

PUBS IVR Dev 01/13/15 07/17/15 18 3,296

PUBS Landlord 12/19/14 06/25/15 43 29

PUBS Phone Dev 12/19/14 06/30/15 0 38

PUBS Reports Dev 02/02/15 08/11/15 103 2,947

PUBS Desktop Dev 01/19/15 07/30/15 32 2,212

Software Engineering PU‐Maint 166 5,006

PUBS Investigator Maint 12/18/14 07/17/15 75 2,131

PUBS Production Maint 09/02/13 07/23/15 91 2,875

Software Support 7,188 7,059

Accela Script Upgrade to version 2 02/10/14 06/30/15 491 328

Accela Servers Maintenance 01/01/15 07/07/15 138 2,428

AccelaParks 12/01/14 09/27/16 406 926

Active Cognos Design and Development Citywide 04/07/14 04/16/15 1,014 0

FMLA 04/14/14 07/27/16 1,715 115

Micromain to Kronos Time Analysis 12/29/14 07/01/15 24 10

Phone Directory 09/02/14 05/29/15 312 28

PlansAnywhere 12/01/14 04/23/15 0 480

Police Two Factor Authentication 09/23/14 05/22/15 1,047 15

Special Events days report 01/06/15 08/12/15 5 59

Telestaff 911 Bureau Implementation 09/01/14 06/12/15 1,908 237

TM1 ‐ Base Purpose Statements 01/05/15 09/03/15 106 213

TM1 ‐ Budget Expense 05/01/15 06/17/16 9 1,239

Faster Cognos Reporting 03/04/15 08/04/15 10 73

HR Benefit RFP Changes and Fiscal Year Changes 03/23/15 06/01/15 3 230

TM1 ‐ Budget Revenue 05/01/15 01/07/16 0 618

Cemetery Open Data 04/13/15 05/08/15 0 60

Software Support Maintenance 566 216

Library Administration 2015 07/01/13 07/07/15 566 216

Web Development 12,585 134

SharePoint Site Migration 06/10/14 04/23/15 12,585 134

Active Total 27,758 47,282

Cancelled IMS 0 0

Email Retention Policy 10/20/14 10/20/14 0 0

Software Engineering 348 793

PDOX ‐ Replace Production Server ‐ New DMZ Staging Server 10/22/14 05/21/15 348 793

Replace PayPal with Chase 04/21/15 06/30/15 0 0


PUBS Handheld Maint 09/06/13 08/14/15 61 2,127

Software Support 493 83

Accela ‐ Selectron 11/18/14 01/08/15 88 0

Accela Enterprise 09/23/14 03/31/15 405 83

Cancelled Total 902 3,003

Complete Completed Public Utilities 2,235 0

Public Utilities New Website 06/02/14 10/02/14 2,077 0

Pubs Misc 12/15/14 11/26/14 14 0

Pubs_Desktop 11/03/14 12/02/14 64 0

Complete Survey Monkee 11/03/14 12/05/14 80 0

IMS 3,293 0

eDiscovery Handoff 04/22/14 10/20/14 293 0

Glendale Branch Planning and Discovery Time 10/01/14 11/14/14 15 0

Glendale Branch2 09/05/14 02/12/15 2,723 0

Housing Auth Email Pilot 12/12/14 01/12/15 102 0

Library Financial Administration 07/01/13 07/01/14 76 0

old Glendale Library project plan 09/09/14 12/05/14 68 0

PCI ReCertification 01/07/15 03/05/15 15 0

Network 1,778 4

Airport Network Expansion Project 12/01/14 02/11/15 48 0

Lib net 01/06/14 03/05/15 28 0

Library Network Upgrade 03/14/14 07/03/14 962 0

Move eDiscovery Server 10/06/14 10/27/14 306 0

New Crime Lab 01/05/15 04/01/15 195 0

Pioneer Park Comm Upgrade 01/05/15 04/23/15 64 4

Replace HASLC Firewall 10/08/14 02/27/15 176 0

Software Engineering 11,085 181

Accela Citizen Access Credit Card Surcharge 12/09/14 01/15/15 671 0

Accela Civic Data Module 04/01/14 12/05/14 504 0

ACT 11/25/13 04/30/15 1,915 181

ACT_3_0 03/14/14 12/18/14 6,247 0

Courts ‐ Small Claims Judgment Form 11/24/14 05/05/15 438 0

FireDataWarehouse 04/10/14 11/26/14 1,000 0

Near by address ‐ gis service 11/01/14 01/13/15 61 0

Reset Password 01/05/15 01/07/15 8 0

State Citation Service 04/02/13 12/01/14 51 0

Statistics Web site 10/21/14 01/09/15 192 0

Software Engineering Maintenance 627 0

PD‐Alarms 01/16/13 12/31/14 1 0

PD‐Other 01/16/13 12/31/14 1 0

PD‐Performance 01/16/13 12/31/14 2 0

PD‐POSE 01/16/13 01/02/15 12 0

PD‐RMS 01/16/13 10/23/15 596 0

Complete PD‐ROBOTUTOR 01/16/13 02/12/15 9 0

PD‐TRAINING 01/16/13 12/31/14 1 0

SQL Administration 01/01/14 01/05/16 6 0

Software Support 17,362 8

Accela ‐ Parks 10/22/14 11/18/14 475 0

Accela Database Server Upgrade 06/04/14 07/25/14 288 0

Accela Documentation of Processes and Procedures 01/08/14 06/30/15 142 0

Accela Web Production Server Replacement (SLCiAccWeb) 01/20/15 03/09/15 842 0

Account Payable Workflow 01/10/14 03/05/15 32 0

Airport CIP Planner Interface Into ONESolution 01/07/14 12/31/14 85 0

Alchemy Database Rename 11/13/14 04/17/15 257 0

COGNOS‐ 10‐2‐2 Upgrade 01/22/15 02/20/15 46 0

Cognos BI Dashboards, Disclosure Management, and TM1 02/06/14 01/15/15 803 0

Cognos Build Out 11/15/13 10/17/14 116 0

COGNOS‐Enterprise 12/17/14 03/31/15 37 0

E‐Discovery Migration and Configuration 09/08/14 01/22/15 370 0

Envisionware Infrastructure Upgrade 12/09/13 06/30/14 3,704 0

FDM RMS Upgrade 10/06/14 04/23/15 182 0

FMLA Letters In Cognos 05/01/14 09/24/14 84 0

GL Mapping To State Chart Of Accounts 01/01/14 12/15/14 0 0

Kronos Upgrade 09/17/14 04/21/15 325 0

Library Account Automation for Salt Lake City School District 07/01/14 10/07/14 30 0

Library Administration 2014 07/01/13 06/30/14 1,007 0

Library Micromain Implementation 10/25/13 08/29/14 639 0

LMS Upgrade 07/21/14 09/02/14 0 0

Maximum Cloud Based Parks Reservation 09/29/14 03/13/15 96 0

OneSolution Hardware upgrade 09/24/14 12/09/14 634 0

OneSolution Upgrade to 15 11/19/14 04/01/15 130 0

PAF 09/22/14 12/17/14 39 0

PDOX Migration to Cloud 01/21/15 04/03/15 18 0

Polaris 5 upgrade 10/01/14 11/13/14 264 0

ProjectDox Servers Maintenance 01/01/15 07/10/15 4 0

ProjectDox Upgrade and Implement Middle Tier 04/04/14 08/05/14 205 0

ProjectDox Upgrade to 8_3 05/27/14 11/05/14 1,385 0

Complete Selectron Upgrade and Hardware Replacement 01/08/14 04/03/15 186 8

ServiceNow 10/23/13 12/04/14 1,920 0

Telestaff DB Upgrade, Hardware Upgrade, and 911 Bureau 06/04/14 03/20/15 2,631 0

TM1 ‐ Budget Development Process ‐ Planning 01/12/15 07/01/15 65 0

TM1 ‐ Revenue Projection 12/22/14 03/17/15 269 0

WebEOC Phase2 03/31/14 09/23/14 51 0

Software Support Maintenance 790 0

Accela Script Documentation 01/09/15 12/23/15 325 0

BillTrack50 12/08/14 12/31/15 2 0

Library Systems Maintenance 12/02/13 06/30/14 463 0

Web Development 115 0

SP Migration Phase 1 06/10/14 10/10/14 115 0

Complete Total 37,285 193

Initiative IMS 49 97

Parks work order system 08/01/14 08/01/14 0 0

Prosecutors MONGO Mail 02/19/15 03/30/15 44 44

Special Events 04/22/14 06/30/14 5 53

Network 0 11

HASLC PBX Upgrade 03/16/15 03/16/15 0 0

SLC Corp Integrated Switch Replacement 05/08/15 06/30/15 0 11

Software Engineering 0 683

Loan and Grant Application and Managment 12/09/14 12/09/14 0 0

Poilce Citation BCI Service 11/01/14 05/31/15 0 679

Pose System Credit Card Surcharge 01/15/15 01/15/15 0 4

Software Engineering PU‐Dev 219 5,290

Mobile Investigator Dev 12/18/14 12/18/14 0 0

PUBS Internet Dev 12/19/14 09/16/15 101 3,220

PUBS Internet Mobile Dev 12/15/14 12/15/14 0 0

PUBS Production Dev 01/16/13 08/14/15 119 2,069


Open Data 01/28/15 02/24/15 0 0

Accela Version Upgrade 06/01/15 06/01/15 0 0

CAFR Creator 06/01/15 06/01/15 0 0

E‐Discovery Upgrade 06/01/15 06/01/15 0 0

Initiative Web Development 0 0

HASLC Upgrade Web Services ‐ Initiative 01/14/15 01/14/15 0 0

Initiative Total 268 6,081

On‐Hold Network 36 133

Soccer Field 03/27/14 12/12/14 36 133

Software Engineering 607 1,048

Jury IVR 11/24/14 03/26/15 13 268

Prepare New GIS Files for RMS‐CAD 04/09/13 02/06/15 400 4

Sharepoint ‐ calendar approval 12/01/14 01/31/15 0 5

Sharepoint ‐ policy approval 11/27/14 01/30/15 0 202

SharePoint System Pages 12/01/14 03/02/15 2 563

UofU ‐ Sustainability 01/01/14 01/08/15 193 7


PUBS Adhoc Maintenance 01/15/13 07/15/15 33 2,157


RiskMaster Upgrade 04/04/14 01/21/15 85 26

Web Development 0 0

OneSolution ‐ SharePoint Data Repository Test Case 01/05/15 06/02/15 0 0

On‐Hold Total 761 3,364

Planning Council Office 0 0

Induction Ceremony ‐ Place Holder 09/09/14 09/09/14 0 0

IMS 79 170

Attorney Case Management ‐ Discovery 12/31/14 04/21/15 44 73

Recorders DM DR Demonstration Project 12/31/14 06/16/15 35 97

Mapping 0 0

UDOT crash db 12/18/14 12/18/14 0 0

Network 259 361

Library Branches 03/03/14 05/29/15 250 350

Marmalade Library ‐ Planning 02/05/15 04/09/15 9 11

Phone Upgrade ‐ Main Library 02/18/15 05/12/15 0 0

Software Engineering 42 1,762

Accela One Stop Reviewer 01/06/15 01/06/15 0 848

Recorders‐ GRAMA ‐ Payment Module 01/12/15 05/01/15 42 43

CITY PROSECUTOR 04/27/15 07/31/15 0 870

Planning Software Support 141 93

Community Dashboard ‐ Discovery 06/01/14 01/06/15 40 0

Golf Rounds Project 06/23/14 07/09/14 99 93

LMS Discovery 01/12/15 06/01/15 2 0

Special Event days report 01/06/15 01/06/15 0 0

Planning Total 519 2,386

Grand Total 67,493 62,309