information and technology master plan

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Salt Lake City Corporation Information Technology

Strategic Master Plan Effective January 2012

Revised: January 2012 2

Table of Contents

Section Title Pg

1. Information and Technology Master Plan 3 2. Citywide Information Technology Goals 5 3. Information Technology Steering Committee Policy 9 3. Glossary of Terms 11 4. IMS Technology Standards and Operational Protocol: 17 5. Mobile Computing Strategy 26 6. City Departmental Goals and Projects 31




Section 1 – Information and Technology Master Plan

1) 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 strategic 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 2011. Terms used through this Plan and used in development and implementation of the City’s information technology are contained in Appendix B. Appendix B contains a Glossary of information technology terms used throughout this Plan. Appendix C sets forth the services, standards, and platforms of the City’s Information Technology Division. Appendix D describes the City’s approach to development, management, and administration of mobile devices such as iPads, iPhones, and Android devices. Appendix E describes projects and IT goals of each City department. 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.




Citywide Department Goals and Projects

2) Completed Goals for 2011 For information purposes, the following projects were completed in 2010:

a) Upgrade of Websense Objective: Efficiency and Effectiveness

WebSense has been upgraded to provide better filtering and reporting of web content. An additional upgrade is planned to better serve Macs and iPads.

b) Improved Telecommuting Capabilities

Objective: Efficiency and Effectiveness Departments have expressed the need for better tools and technologies enabling staff to work from remote locations. VPN technologies have been greatly improved and support for Macs, iPads, and Droid mobile devices has been increased.

c) Upgrading Mobile Network Access Software Objective: Efficiency and Effectiveness

The infrastructure that is used to allow employees to connect to the City’s network has been upgraded and improved. This includes NetMotion and the other VPN technologies.

d) Green IT Initiative Objective: Efficiency and Effectiveness

While Green IT is not a project that can be completed due to the need for constant vigilance to ensure green technology decisions are being made, IMS has met its goals for the past 2 years. Even with the addition of 60 named servers, power consumption is the same as the baseline established in 2008.

e) Education on new technologies Objective: Efficiency and Effectiveness

The Steering Committee recognizes a need for an on-going system that notifies and educates employees about new technology and changes related to both hardware and software; what is coming? The IMS Technology Consulting team has held multiple briefings on new technologies in 2011.

3) 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) Document Management Objective: Efficiency and Effectiveness

Objective: Customer Service The current strategy for deployment of document management is not producing the needed results. The primary issue is one of resources to begin the archival of the massive number of documents in need of cataloging and management. A new approach is being considered.




b) Disaster Recovery/Contingency Planning

Objective: Efficiency and Effectiveness Objective: Customer Service

Hot Site/Hot Spare Recovery. A hot site is effectively a duplicate set of computers and databases for the critical systems used by an organization. The software and data are mirrored on the hot site using technology that keeps the information current up to the minute. Core Network Redundancy. The City’s core network refers to databases; servers, network routers and switches, and wiring that tie the users, computers, and data together. Providing redundancy of the IT infrastructure refers to engineering the network in such a way that data is accessible even in the event of a failure of one or more of the critical components.

c) Citizen Relationship Management Objective: Efficiency and Effectiveness

Objective: Customer Service CRM systems assist in the logging, tracking, and reporting of issues, questions, and comments from citizens and constituents. The basic concept of a CRM is a centralized repository of all actions and contacts with constituents. This then allows the organization to mine information from the systems to determine what kinds of issues are important to the organization, who contacts them, why, how often, and for what purposes. This information can then be used to drive programs and policies to better serve the community.

d) Asset Tracking Objective: Efficiency and Effectiveness

A couple of departments have indicated a need to be able to track the physical location of materiel and supplies assigned to employees, vehicles, and remote locations. These assets are below the threshold limits for tracking with the City’s fixed assets systems.

e) Physical Security Systems Objective: Employee Safety

Departments have indicated a need to provide better security is certain locations through the use of proximity cards and automated security access systems.

f) Cost Accounting Objective: Efficiency and Effectiveness

Departments have expressed a need to provide better cost accounting of expenses related to specific activities such as work orders, etc.

g) Mobile Apps Objective: Efficiency and Effectiveness

The face of computing is changing and the industry is entering a “post-pc” era. Mobile devices will replace traditional PCs and notebooks for many of the City’s users in the very near future. IMS needs to acquire and develop the skill set to deploy mobile apps for staff and the public that are intuitive and deliver the appropriate City services.




4) 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) IGIS Sponsor Dept: IMS

Inter-operable Geographic Information Services is an initiative that will create a centralized GIS oversight team in the City. The group will consist of GIS professionals from the departments and will be tasked with creating policy and setting strategic directions for GIS efforts citywide. A significant effort is underway to integrate IGIS with Accela GIS.

b) Branding and standardization of SLCGOV pages Sponsor Dept: Mayor

An effort is underway to bring consistency and a common look and feel to all City departmental web pages. This includes efforts to standardize layouts and to implement a branding strategy for the City.

c) Implementation of a Content Management System. Sponsor Dept: Mayor

The ability to update web page content from the field in a simple, straightforward way is needed. The best way to accomplish this will be through the use of a content management system that will allow specific users to log in to the page, make the needed changes to the content, and post the changes live from any location and on any device.

h) Rewrite CAMP. Sponsor: Finance The Camp system no longer meets the needs of the City. The Accounts Receivable is totally inadequate. Ease of use will have to be a top priority for the new software.

d) Design and development of mobile based applications. Sponsor Dept: Mayor The use of application that run on mobile devices such as ipads, iphone, droids, etc. is the future of conducting business with the City. Efforts need to be undertaken to make this type of application available to employees and the public.

e) Citywide Timekeeping System Sponsor: Human Resources

The Steering Committee recommends a uniform electronic timekeeping system for departments in the city that currently do not have one. The timekeeping system would include software and time clocks and the system would interface with IFAS to generate payroll.

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) 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.

h) Training on City Systems Sponsor: Steering Committee

The Steering Committee sees a need for better training on systems that are used citywide such as CAMP, IFAS, Hummingbird, etc

i) Continuation of VoIP Phones Sponsor: IMS The City has implemented a Voice over Internet Protocol (VoIP) phone system from Avaya. Several areas in the City are currently using this system including portions of the City and County Building, Plaza 349, and Public Utilities. Efforts are continuing to roll this new technology out to the rest of the departments.

j) Public Utilities Billing System Sponsor: Public Utilities The current Public Utilities Billing System is 14 years old. The system needs to be updated to provide additional services to our customers. The changes will provide faster and more accurate information to our customer service personnel and provide electronic statements and summary billing to all customers. This will be a major investment in programming time over the next three years to design and implement. The Department and IMS have investigated other third party options and found due to the complexity of our current needs that they could not provide the services required. The new system will allow direct connection to our work order system, city's financial system, cross connection system, and provide more on line services to our customers.

k) Network Access Control Sponsor: IMS

Network Access Control, or NAC, is software that allows IMS to control remote access to the city’s computer systems. One of the biggest security threats to any computer system is unauthorized access from external sources, or access to resources by a trusted computer that has been compromised by a virus or spyware. By implementing a NAC solution, IMS would be able to limit access to our network to authorized computers only. If one of these “authorized” computers becomes compromised, the NAC software is able to recognize the problem and take appropriate action to protect the City data.

l) Mobile Apps – Transportation Options Sponsor: Mayor In support of the Mayor’s Transportation Platform, IMS is creating apps fro mobile devices that will assist employee, residents and businesses, and visitors to the City with finding alternative transportation options in the City. These include biking, walking, mass transit, car share, and other modes.




Appendix A

Salt Lake City Policy 4.01.04 Information Systems RESPONSIBLE CITY AGENCY: Management Services KEYWORDS: compatibility, duplication, strategic plan, software, hardware 1. General 1.1 The City shall develop an Information Systems Strategic Plan, which shall address the following: software compatibility with City systems; hardware compatibility with City infrastructure; reduction of system duplication; security of networks; and efficiency and effectiveness in information management. 2. Responsibilities 2.1 The following shall be responsible for developing an Information Systems Strategic Plan and for managing information system acquisition, development, and use consistent with the Plan: Information Technology (IT) Steering Committee, Chief Information Officer, Technology & Support Team Manager, IMS technology consultants. 2.2 The IT Steering Committee shall be comprised of at least 1 representative from each department and the Chief Information Officer. The Committee shall be chaired member of the committee elected by the Committee for a term running from July 1 to June 30. 2.3 The IT Steering Committee shall develop procedures to govern its responsibilities under this policy. 3. Information Systems Strategic Plan 3.1 The Mayor or his/her designee, upon recommendation by the IT Steering Committee and Chief Information Officer, shall approve an Information Systems Strategic Plan. 3.2 The IT Steering Committee and Chief Information Officer may recommend to the Chief Administrative Officer changes to the Plan. 3.3 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 Those responsible under this policy have no authority to prioritize available resources for the City or within City departments.




4.2 The Chief Information Officer shall regularly review information management systems and decisions to assure consistency with the Plan. 4.3 When the Chief Information Officer determines that an information management system or decision may be inconsistent with the Plan, he or she shall notify the affected City department. 4.4 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. 4.5 A City department shall follow the recommendation of the IT Steering Committee or request a review of the matter by the Mayor or his/her designee. 4.6 The requirements of this policy shall not apply to information management activities and decisions made during a disaster or in an emergency situation. 4.7 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 the Mayor):




Appendix B

Glossary of Terms: -A-

ACD / Automated Call Distribution – Automated call distribution systems are a technology used in a given work group to automatically queue calls and route them to the next available call taker. ALE – Administrative Law Enforcement – ALE is an internally developed system used for payment of parking and other civil violations.

Applets – Applet are computer programs that typically run as part of an internet web page.

-B- Bandwidth – Bandwidth refers to the speed data is transferred across the network in terms of the number of characters per second.

Biometrics- This term refers to a technology that allows a person to conduct some operation such as logging in to a computer system using fingerprints, hand prints, voice recognition, or facial recognition devices in place of typing passwords on a keyboard. Bugs / Bug Fixes – In software development, a bug is a flaw in the programming that makes the software behave in an undesirable way.

-C- CAMP – Contract Agreement Management Program – CAMP is an internally developed program used to track, monitor, and manage contracts in the city. Category 6 or Cat 6 - The American National Standards Institute and Telecommunications Industry Association/Electronic Industry Association developed a standard, (ANSI/TIA/EIA-568-B.2-1), to reliably transmit data across copper cabling at speeds up to 1 billion characters per second. Network cables and connectors manufactured to this standard are commonly referred to as Category 6 or Cat 6.

Core Switch – Core switch is a terminology used to describe the central distribution points in a computer network. This is typically the device that all network traffic must pass through to get from one physical location to another, such as sending an email message to a user at the Airport from a user in the City and County Building. That message would have to pass through the core switch of the City and County Building and the Airport. CORIS (Courts Records Information System) – CORIS is the Court’s case management system used by the 3rd District Courts and other Justice Courts in the area. It is supplied and maintained by the 3rd District Court’s Administrative Office of the Court.

-D- Databases – A database is a collection of information organized into specific groupings typically referred to as a table. In a relational database each table is associated with another grouping of information through an attribute of the data shared between them. Files in a directory, rows in a spreadsheet, and virtually any other means of organizing data can be referred to as a database.




Desktop Computing – Desktop computing refers to the use of a personal computer by employees at their regular work station.

-E- EDMS / Electronic Document Management Systems – Electronic Document Management Systems are a class of systems that specialize in capturing, categorization, storage and retrieval of both paper and electronic documents. These systems provide for records retention capabilities as well and powerful search abilities. The City uses Hummingbird and Alchemy as it EDMS products of choice. EDS – Employee Disclosure System – EDS is an internally developed system that provides visibility of expenditures made on the behalf of a given employee. This is part of the transparency in government initiative. End User – The end user refers to the employee or constituent that utilizes specific information, systems, or other technology.

ESRI – ESRI is a vendor that provides GIS tools and technology. These are the underpinnings of the City GIS systems.

-F-

Fiber / Fiber Optics – Fiber refers to the fiberglass “cable” used to transmit information. Fiber uses light to transmit data rather than electrical impulses. The result is a faster transmission of the data.

File – In technology, a document, spreadsheet, or any other representation of electronic information is commonly referred to as a file.

Firewall - A firewall is a hardware or software device which is configured to permit or deny traffic through a computer network.

-G-

Gigabit – A gigabit is 1 billion bits of data. This term is generally associated with data transfer rates between computer devices. Gigabyte – A gigabyte is roughly the equivalent of 1 billion characters of data. This term is generally associated with data storage devices such as hard drives. GIS – A geographic information system (GIS) is a system for capturing, storing, analyzing and managing data and associated attributes which are spatially referenced to the earth. In the strictest sense, it is a computer system capable of integrating, storing, editing, analyzing, sharing, and displaying geographically-referenced information. In a more generic sense, GIS is a tool that allows users to create interactive queries (user created searches), analyze the spatial information, edit data, maps, and present the results of all these operations. Also see IGIS.

-H- HP – Hewlett Packard is a Tier 1 manufacturer of computers, printers, and servers. The City has standardized on HP products for desktop computers, file and application servers, and printers.




HPUX – HPUX is the standard version of the UNIX operating system for HP UNIX computers. Hub – A network hub is a device that forwards and distributes data across the network by broadcasting the data across all of its connections. For efficiency purposes the City does not generally use hubs in favor of the more efficient network switches.

-I-

IDS – Intrusion Detection Systems are comprised of hardware and software that monitor for specific types on data traffic on the network. If the system detects some unexpected activity the system takes action to notify IMS personnel of a potential problem.

IDVR – Interactive Digital Voice Recording – This is a technology that allows the City to record voice conversations for the purpose of auditing customer service, taking telephone depositions, etc. IFAS – Interactive Fund Accounting System – IFAS is the City’s financial, payroll, and HR system supplied by SunGard Bi-Tech. IGIS – Interoperable Geographic Information Services – IGIS refers to a work group formed in the City to coordinate GIS efforts in the City and ensure that all departments share GIS information. Internet Protocol / IP – Internet Protocol is the standard method of encoding and transmitting data across a network. Infrastructure – In Information Technology, infrastructure is the cabling, servers, computers, printers, routers, and switches that comprise the overall network. IPS – Intrusion Prevention Systems are comprised of hardware and software that monitor for specific types of data activity on the network. If the system detects a certain type of activity, it has the ability to isolate and prevent the malicious activity. IVR- Interactive Voice Response/Recognition is a phone technology that allows a computer to detect voice and telephone touch tones using a normal phone call. The IVR system can respond with pre-recorded or dynamically generated audio to further direct callers on how to proceed. IVR systems can be used to control almost any function where the processes can be broken down into a series of simple menu choices.

-J- -K- -L-

LAN – A Local Area Network is a combination of network routers, switches, cabling and computers connected in a relatively localized area such as a building or a group of buildings. LIDAR - LIDAR (Light Detection and Ranging) is an optical remote sensing technology that uses lasers to measures the properties of scattered light to find range and/or other information of a distant target.

-M-




Mashup – A mashup is a web application that combines data from more than one source into a single integrated tool; an example in the City is the CAT application. Data was pulled from Public Utilities, Police, Business License and several other sources creating a new and distinct web service that was not originally intended by its respective sources.

-N- Network – A computer network is composed of multiple connected computers that communicate over a wired or wireless medium to share data and other resources. For instance, a home computer network may consist of two or more computers that share files and a printer using the network.

-O- Operating System / OS – The Operating System of a computer is the software that manages the resources of a computer. An operating system processes raw system data and user input, and responds by managing tasks, internal system resources, and programs of the system. Microsoft Windows is the most common operating system in the City.

-P- PA-RISC – Precision Architecture Reduced Instruction Set Computing is a technology implemented in HP UNIX servers that makes more efficient use of the computers central processing unit. PBX – A Private Branch Exchange is a device that creates and manages the connections between a private organization, in this case the City, and the public telephone system. PDA – Personal Digital Assistants are handheld devices such as PalmPilots, Treos, Blackberrys, and others that allow the user access to email, contacts, tasks, and calendars remotely. Portal – A portal is a web page that provides a framework for integrating information, applications, and processes across organizational boundaries.

-Q- -R-

RDBMS – Relational Data Base Management Systems are a technology that allows an intuitive, organized approach to modeling information in a computer and define how it relates to other information in the database. Each set of information is organized in a table. Information is represented 1 time and in only 1 place. Relationships are then defined to tell the systems how the tables interact with each other. SQL is then used to manage the information. Router – A router is a device that determines the proper path for data to travel between different networks or nodes within a network, and forwards data to the next device along its path.

-S- Server – A server is a computer connected to the network used as a central shared resource for multiple users. There are typically 2 types of servers: file and application. File servers are used as a repository for user’s documents and files. City employees N: and I: drives are connected to a file server. Application servers have specific software programs loaded on them and are generally reserved for just that purpose. Several applications may reside on a single server or it may be dedicated to a single application. The City’s financial system, Police records and dispatch, Fleet

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Management’s work order system are just a few examples of software loaded on application servers. SPAM – SPAM is unsolicited email or faxes. These are typically marketing ploys to attempt to drive the user to purchase a particular product or service. Hackers also use SPAM as a delivery mechanism to try to gain access to information on a person’s computer or network. The City employs 2 layers of SPAM filtering. 99% of SPAM in the City never makes it to the user’s mailbox. SQL – Structured Query Language is a standardized way of selecting specific information from a database. While there are minor syntactical variations between database companies, the basic constructs of these programming commands are the same. This creates greater productivity for developers. Switch - Network switches are used to pass information along to other devices on the network. Switches are capable of inspecting data packets as they are received, determining the source and destination device of that packet, and forwarding it appropriately. By delivering each message only to the device it is intended for, a network switch conserves network bandwidth.

-T- Telecommunications – Telecommunication is the transmission of signals over a distance for the purpose of communication. These signals can be either voice or data. Trunk – in computer networks, a trunk refers to the use of multiple network cables or ports in parallel to increase the link speed beyond the limits of any one single cable or port. In phone systems, a trunk line refers to the connection between the telephone provider and the enterprise telephone switch. Trunking saves money by sharing the connection resource between multiple extensions. Since it is unusual for all phone extensions to be in use at the same time, sharing this resource saves money over dedicated lines.

-U- -V-

Version Control – Version control is a technology that enables developers to keep track of the changes made to a particular work product. This may be a software application, a web page, the contents and links on a web page, or a document or spreadsheet. VLAN – VLAN is an acronym for Virtual Local Area Network. VLANS are used to more efficiently and effectively send information across the network. The primary idea being to reduce traffic on the network by sending data only to the computers that are expecting it. This also help to make the network more secure.

Voice over Internet Protocol / VoIP – Voice over Internet Protocol is the technology that allows the transmission of voice conversations across the data network. In the past, the City has maintained 2 networks: 1 for telephones and 1 for computers. Implementation of VoIP will allow consolidation and convergence of these networks.

-W- WAN – A Wide Area Network is a combination of routers, switches, and computers spread out over a large geographical area. Generally speaking, WAN connections are slower than LAN connections and rely on leased communication lines provided by a third party such as Qwest or ATT.

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Wiki – Wikis are computer software programs that allow users to easily create, edit and link web pages. Wikis are often used to create collaborative websites, power community websites, and are increasingly being installed by businesses to provide affordable and effective Intranets or for use in Knowledge Management. The name comes from the Hawaiian word for “fast”.

-X- -Y- -Z-

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Appendix C

1) IMS Technology Standards and Operational Protocol: a) Services provided by IMS

i) 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:

(1) Help Desk support coverage 7 days a week 24 hours a day and 365 days per

year. (2) Acquisition, development and support of software including internet and

intranet pages (3) Telephone services including phone, voice mail, caller id, etc. (4) Management of data and voice networks including the security of the City’s

digital assets (5) Training on IMS Core software (Microsoft Word, Excel, Outlook, Internet,

etc). (6) Citywide coordination, guidance and vision for existing and new

technologies. (7) SLCTV and audio/video production.

b) Green IT

i) 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.

ii) Servers. (1) All servers purchased and deployed by the City shall comply with the

current EnergyStar standards in effect at the time of purchase. (2) Process for deploying servers

(a) As the need for a new server is recognized, the following questions need to be answered prior to deploying a new server. (i) Can the requirement be satisfied using an existing server? In other

words, can the application be consolidated into an existing server? (ii) Can the application be loaded on a virtual server? (iii) Can the application run on a blade server? (iv) If the answer to all of these questions is “no”, a new server can be

deployed. iii) 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.

c) Desktop and Network Hardware i) IMS remains committed to 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 remains committed to 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) 8400 Elite SFF and 8400 Elite CMT as its current standard desktop.

(2) Notebook Computers. Notebook computers are a highly personalized item. The City currently supports HP 8540W as its recommended standard notebook. However, IMS supports notebook configurations from HP, Dell, and IBM as well.

(3) Mac Computers. 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 system for these devices is Windows Server 2008.

(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 servers as its standard platform. The supported operating systems are Windows Server 2000, Windows Server 2003, or Windows 2008. Both 32 bit and 64 bit versions are supported.

(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.

d) Mobile Devices




i) Smart Phones. Smart phones from all vendors are fully supported. Support includes but is not limited to email, contacts, 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. Currently there is no known VPN client for the droid that does not compromise security of the device. VPN access to the network is not recommended.

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.

e) CityNet.

i) Salt Lake City’s network consists of a “spoke and hub” topology with a fiber backbone connecting core switches at City/County, Public Safety Building, and 349 Plaza. Core switches are linked by 1 Gigabit connections that can be trunked for additional bandwidth in 1 Gig increments. Other locations are connected via Qwest Metro Optical Ethernet (QMOE), Qwest leased point to point T1 lines, Motorola wireless technology (Canopy), and Qwest 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. (1) 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.

(2) 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.

(3) Cabling and Wiring.




(a) Data networks in the City use cables, patch panels, and connectors that conform to Category 6e 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. All future phone cabling will conform to Cat6e standards.

(c) All networks conform to applicable industry standards.

f) Current Platform for Voice Network Infrastructure. i) Private Branch Exchange (PBX) and other phone systems.

(1) The city supports Avaya PBXs as its standard platform. In addition, the City supports key systems from Avaya, Northstar and Vodavi. Desktop telephone sets are also from Avaya, Northstar, and Vodavi.

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

Octel system is still in use at Public Utilities and is supported on a time and materials basis.

iii) 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.

iv) Electronic Call Recording. The City has the ability to record in digital format calls placed to the City’s CS1000M PBX.

(a) The City supports CallParrot (IDVR) as its standard platform. (b) Avaya’s CRQM is also supported at Public Utilities.

v) 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’s ACD system as its standard platform for ACD.

g) 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. (1) The City currently supports Personal Information Management

Synchronization software as its current standard: (a) Blackberry Enterprise Server (BES) Express for synchronization of

Blackberry devices (b) ActiveSync for Windows Mobile, Droid, and Apple devices.

h) 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 Microsoft Speech Server as its standard IVR technology.

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




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

Protocol (VoIP) hardware, software, and related products. (1) Currently about 500 phones have been deployed on the VoIP PBX.

j) Supported Operating Systems

i) The City currently supports Microsoft Windows 7, Windows XP, and Microsoft Vista as its current standard for desktop computing. Older versions of Windows may be supported on a time and materials basis.

ii) The City also supports Mac OS. iii) Linux on the desktop is not supported or recommended.

k) 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. (1) McAfee Anti-Virus (2) Microsoft Office 2007 (Word, Outlook, Excel, PowerPoint, Internet

Explorer) (3) IFAS (4) Adobe Acrobat and Acrobat Reader (5) WinZip (6) Accela Automation

l) 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. (1) Microsoft Access (2) Microsoft Front Page and Expressions (3) Microsoft Visio (4) Microsoft Publisher (5) Microsoft Project (6) Adobe Suite (7) Third party solutions purchased in partnership with IMS (8) In House Developed Applications such as but not limited to:

(a) CAMP (b) PUBS (c) AirInventory (d) GIS Mapping (e) GIS Core (f) HAND (g) POPS (h) Cash Registers (i) SLC Developed Apps Et all

m) 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.

n) 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.

o) 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.

p) 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. (1) 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.

(2) 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.

(3) Version Control. The City uses Visual Source Safe as its current standard for version control software but is migrating to Microsoft Team Foundation.

(4) Departmental Chargeback. All development of new software and major enhancements to existing application may billable to the requesting department at the standard IMS rate when the estimated effort exceeds 80hrs of effort.

(5) Relational Data Base Management Systems (RDBMS) RDBMS tools are software packages used to manage and maintain the City’s data. The City supports IBM’s Informix and Microsoft’s SQL Server as its current supported platform.




q) Outsourcing. i) 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 analyzes usage of outside services to determine when it is more cost effective to develop a skill set or discipline internally.

r) 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. (1) Determine the Fundamental Requirements. Working with the departments,

IMS Technology Consultants document the business rules and specific requirements that must be met to successfully satisfy the business need.

(2) Research Third Party Options. Working with the departments, the IMS Technology Consultants will conduct preliminary research on third party solutions that may meet the business need.

(3) 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: (a) Develop the original business rules and requirements into a formal

Request for Proposals (RFP.) (b) Work with the Purchasing Division to purchase the selected third party

software through competitive bid or sole source Purchase Order. (c) 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.

s) 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 Hummingbird Document Management suite of tools.

ii) Alchemy is still supported and commonly used as a front end capture tool but all new implementations are to use the Hummingbird tools.

iii) The City is looking at SharePoint 2010 as a possible replacement for the Hummingbird system.

t) Service Level Agreements.

i) Help Desk Staffing and Hours of Operation




(1) IMS currently staffs the IMS Help Desk Hours from 7:00 AM to 6:00 PM. After Hours Support is provided on a call out basis from 6:00 PM to 7:00 AM.

(2) 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. Other City Departments are billed on Time & Materials basis for after hours support

ii) Network Support. 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. (1) URGENT - RESPOND WITHIN 15 MINUTES. An area's productivity is

drastically affected such as: (a) A Server is down (b) Communication (Voice or Data) is down (i.e.: PBX, Communication

facility affecting an entire location, router, etc.). (c) Critical Software is down– Software affecting users City wide or public

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

(2) HIGH - RESPOND WITHIN 1 HOUR. An area's productivity is significantly affected hindering employees in providing services such as: (a) A Hardware item critical to a department is down (b) A software application that affects more than one customer is down (i.e.

Microsoft Excel on a particular server) (c) A Hardware item that affects more than one customer is down (i.e.

network printer.) (3) MEDIUM - RESPOND WITHIN 8 WORKING HOURS. An area's

productivity is affected but services can still be provided such as: (a) Application is not working correctly, affecting one customer (i.e. a

report not available or working). (b) Hardware affecting one customer is not working correctly (i.e.

keyboard, mouse, monitor, drive). (4) LOW – RESPOND AS SOON AS POSSIBLE

(a) Installation and/or upgrade of equipment (Hardware) (b) Installation and/or upgrade of software application(s) (c) Moving equipment ( Given that IMS is notified within a reasonable

time frame)

iii) 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, IMS Technology Consultant, 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 Technology Consultants.

(3) Calls that go outside the range of expertise of a Help Desk Technician can be escalated by the Help Desk Technician and or the Help Desk Manager as deemed necessary.

iv) Software Support and Maintenance. 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. (1) URGENT - RESPOND WITHIN 15 MINUTES

(a) System down (b) Bug fixes as identified by the user resulting in loss of specific critical

functionality as identified by the user (2) HIGH - RESPOND WITHIN 1 HOUR.

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

(3) MEDIUM - RESPOND WITHIN 8 WORKING HOURS (a) Bug fixes as identified by the user resulting in loss of functionality as

identified by the user. (4) LOW – RESPOND AS SOON AS POSSIBLE

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

(5) MAINTENANCE – RESPOND AS SOON AS POSSIBLE (a) Requests for additional or improved functionality within a given

application. (b) Routine application of service packs and patches




Appendix D

Salt Lake City Mobile Strategy

Introduction 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.




Appendix E

3) Major technology goals by department: Under the direction of the Systems Steering Committee, the Technology Consultants 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 Intermediate Goals (2-3 Years)

1. Development and implementation of an airport IT disaster/recovery plan. Work in conjunction with

airport tenants on implementation 2. Study use of Radio Frequency Identification (RFID) in baggage systems and inventory systems for

use at the airport. 3. Continue coordination with UCAN on trunked radio system throughout the City, County, and State. 4. Network the entire fire alarm system and consolidate with other systems such as the Building

Automation System (BAS). 5. Common Usage Passenger Processing System analysis, installation, and implementation in

concourse A, to provide more efficiency and productivity of gate hold space, while providing the airlines more gate hold area. This bi-phasic plan details the accommodation of exclusive use and shared use gate agreements. Design for this project is expected by January 1. 2012 with solicitation in May/June 2012 and installation completion in 2014

6. Airport expansion project is on track having received approval from the FAA and the major carriers. Groundbreaking is slated for 2014.

7. Voice Over IP (VoIP) is being actively planned to replace the legacy phone system in Terminal 1

Immediate Goals

1. The Upgrade and replacement of airport network switches and upgrade to wiring from the switches to the desktop of users is in process. This multiphase project is now seen as ongoing maintenance. This project is almost finished

2. Continue implementation and expansion of Laserfiche document management system throughout all divisions of the airport, continuing to archive documents to eliminate all of the paper documents. Project is on track and approaching completion

3. Expansion of Computerized Access Security System (CASS) and Closed Circuit Television (CCTV) across the airport campus, as identified and required for the highest level of security. This project has been expanded to a Building Automation system (BASS) and is on track.

4. Coordinate with IMS regarding a technology transfer of: a. Information regarding the Airports completion of a GPS based cable management system b. The IMS plans for a document management system via Microsoft SharePoint c. Fiber link via UTA right of way

5. The airport is investigating a campus wide Construction Management System. A technology transfer of the information gleaned from this project is offered to the Salt Lake City Engineering Department.

6. Technology transfer to the Airport from lessons learned in the Public Safety Building Project, especially in the areas of:

a. Computer System and Radio Design b. Virtualized PC project




Attorney’s Office The Salt Lake City Attorney’s Office has 3 areas of responsibility. The Civil Law Division provides quality and timely legal counsel to Salt Lake City government, including the City Council and the Mayor. In fulfilling its purpose, the Office defends the interests of the City through preventative law and vigorous and professional litigation, when required. The Prosecutor’s Office serves the public by effectively addressing the criminal prosecution needs of the City. The Recorder’s Office is the official repository of all City Records and has responsibility for the training and supervision of all City Records managers.

Civil Law

Long Term (3-5 Year Goals)

1. Increased movement toward a paperless work product. The attorneys see state electronic court filings as the next big change that will affect the way the office does business.

2. Move toward a centralized attorney work center that is portable and available 24 x 7. This approach requires more work in design seeks to reduce the amount of support personnel involvement in casework.

Intermediate (2-3 Year Goals) 1. Video Conferencing is seen as a technological means of dealing with the monetary and time

expense of travel for seminars, training, and electronic dispositions. Attorneys would like to be a part of any city initiative that would include video conferencing.

2. Electronic documentation –The Salt Lake City Attorney’s office would like to find funding to scan old files into the current document management system. The office recognizes that funding for this project, at least for the foreseeable future is not feasible but has been diligently scanning and electronically filing current documents and recognizes the need for electronic document management for all departments in the city. This project is not a high priority, never the less the department is purchasing copiers, and color scanners as legacy systems reach end of life.

3. The City Attorney’s office requires quick data recovery in the event of disaster and has an ongoing disaster planning project. This is a cooperative effort including management, office staff, and IMS.

Immediate Goals 1. Remote access to the city network is seen as a means of increasing office productivity. IMS

continues to replace desktop computers with laptop machines and docking stations through attrition.

2. The transition from brain to paper is a bottleneck. Having attorneys type may result in a loss of productivity. Last year the office started a pilot project to test voice to text workstations. The results of the test are in and in first quarter, 2011 speech recognition software will be installed in selected offices. An effort is underway to train selected attorneys in the use of the Dragon Speech system

3. E-discovery software has been acquired and installed. It is felt that after further testing, this program may be expanded to expedite departmental GRAMA requests. Currently:

a. Litigators and Para-Legal staff are tracking litigation holds and case collections are successfully underway.

b. Training of the remainder of the legal staff is being done to orient the entire office to the capabilities of the system.




4. The Attorneys office Cell phone and PDA Initiative for staff has been implemented for the department. Most of the office has equipped themselves with PDA’s but have declined city reimbursement for the equipment and monthly service.

Prosecutors Office

Long Term (3-5 Year Goals) 1. Continued integration of technology into the practice of the Salt Lake City Prosecutor’s Office.

The Prosecutor’s Office is open to, and continually looking for ways to bring efficiencies into the office through technology. The appropriate use of technology may help offset the need for additional support staff.

2. Better interaction of technology and sharing of information between agencies. This interaction can include other jurisdiction’s prosecutors, defense attorneys, courts, and law enforcement entities. Interaction should include the discovery process. Data needs to be prepared for sharing to opposing counsel and courts. Data sharing must include authentication and accountability in the form of electronic receipts of information transmitted to courts, opposing counsel and allied law enforcement agencies

3. Better access and higher speed access to stored information. Wireless courtroom computing may be a solution that will assist in this goal.

4. A city wide plan for smart growth. Because of the possible re-location of city departments, particularly public safety, campus expansion planning should be sensitive to the time required to move prosecutors between venues. Video conferencing for court, jail appearance, court conferences and hearings continues to be a possible solution to help meet the time demands on prosecutors

Intermediate (2-3 Year Goals) 1. Use automation to help attorneys stay on top of their workload. The sheer numbers of cases as

well as the increase in the demands of the court are overwhelming. Automated mechanisms need to be discovered to help attorneys to work faster and more efficiently.

Immediate Goals 1. The amount of paper processed by the prosecutor’s office makes obvious the need for an

efficient document management system. Such a system must include a means of transmitting and receiving data compatible with existing as well as future systems.

2. Continued work on the arraignment software that is being developed for the office by IMS. This include an Expansion to facilitate LDA and private attorneys, a “Discovery” website that will securely transmit discovery documents to parties involved in cases. There are moral as well as legal ramifications to security breaches. These must be taken into consideration in any planned software system.

3. Document Management System. The office is using more and more floor space to store files and would like to develop an easy application to provide exculpatory discovery documentation with opposing counsel. The office would like to implement an electronic document management (e-DM)system as a function of its newly acquired PIMs system. The office would also like to implement an e-DM system as city resources become available. System analysis and costing analysis has been completed. Implementation of DM will go forward as funding becomes available

Recorder’s Office

Long Term (3-5 Year Goals) 1. The Recorder’s Office continues to look for ways to use technology to improve the efficiency

and availability of meeting minutes. Examples of initiatives in the past have been the




implementation of the FTR system for embedding audio recordings in the Council web page containing the City Council meeting minutes, Policy Discussions, Announcements, and Work Sessions. The City Recorder will adopt advanced technologies in reporting the work of the Salt Lake City Council.

2. The Salt Lake City Recorder continues to lead out in preparing for citywide document management and document retention systems. Planning and orientation meetings with IMS and department Record Committee Members are ramping up in anticipation of the proposed citywide document management initiative.

Intermediate Goals (2-3 Year Goals) 1. Document Management (Hummingbird). The Recorder’s Office sees a need to convert the

existing Alchemy databases. Recognizing that the city is considering migration to Microsoft SharePoint as the city’s de facto document management standard, the City Recorders office is anxious to make the transition to the new system.

2. Records Storage and Archives. Continued implementation of bar coding to conduct the yearly inventory of records at the storage and archives facility at 600 South.

3. Continue the process of automating processes in the Recorders Office i.e., assigning file numbers, online election form filing etc.

Immediate Goals

1. Over the course of the last year, the City Recorder has been working with IMS and the city’s records committee to implement an automated GRAMA request system. The majority of the city records managers have been oriented and trained on the new system. The final phase of this project is a revision of the system to accommodate the Salt Lake City Police Department and provide subsequent systems training and should be completed

2. Creation of a replacement for DPTime system to track time spent on research, by department and for constituents

3. Development of a searchable records retention policy for the city 4. Creating document retention training for departmental records custodians and line staff




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. Communication with the public. Communication with the public continues to be a top

priority for the council. The implementation of a service or product such as Online City Hall from Peak Democracy is a potential solution.

Intermediate (2 to 3 Year) Goals. 1. Document management. Document management to track the various types of documents

and work products created by the council is still a goal. Immediate Action 1. Improve tracking of council submittals. Potential application for Accela. 2. Find tools and technologies that would enable the council to better communicate with the

public. Potentially a hosted forum such as online City Hall. 3. Work to make the financial reports needed by analyst and other staff useable. 4. Look at potential solutions for automating the council office matrix. Used to track issues

and documents through the process.




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)

No long term goals have been identified. Intermediate Goals (2-3 Years) 1. 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.

2. 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.

3. 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.

Immediate goals

No immediate goals were identified.

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. Employee self service capability for common IMS services such as requesting new

computers, phone and computer moves, etc. 2. Continued and improved support of mobile devices. Immediate goals 1. Automation of timekeeping and time accounting. 2. Backup of key personnel. 3. Coordination of Accela Citizen Access and other web apps and pages used by the Division

with the launch of SLCGOV.com 4. Enhancement of the GRAMA Request system to provide better reporting capabilities.

Rehab Immediate Goals




1. Enhancement of the current Loan Application System. This system was slated to be retired four years ago with the advent of the current LMS system from SS&C. HAND determined that the LMS module for loan applications was too expensive and was not suitable for the Salt Lake City HAND department. The enhancements discussed are:

a. Accommodation of the new federal disclosure regulations b. Calculation of APR on new applications c. Conversion from the current Microsoft Access platform to SQL based on dot NET

technology d. Web based client front end that will permit applicants to complete applications on

line and once approved, follow the loan application process through the system. 2. Rewrite of the current Property Review System. This system was written about four years

ago in VB6 with a Microsoft JET based database. The system is a workflow system designed to help inspectors quickly inspect, estimate, and write up bid requirements for Rehab properties. Since its creation, the manager of the group that uses the system has retired, and staff sees the need to freshen up the system and make some improvements. These include:

a. Rewrite the system and base it on SQL with dot NET technology b. The system shall be web based to allow access to the database from field terminals c. The system shall incorporate various algorithms to estimate bidding based on

historical records to increase the accuracy of the bidding. d. The system shall produce reports showing trends in costs to various elements in

the rehab process. Housing and Neighborhood Development- Unity Center Intermediate Goals 1. The unity center would appreciate volunteers and mentoring from IMS staff for the computer lab

Immediate Goals 3. Continue developing a strategy to increase web performance to the facility. The Unity

Center is interested in finding a carrier that can support web speeds that will support multi-media content to the centers computer labs.

a. Canopy while an improvement over Qwest, is slowing down b. Data transmission rates are inconsistent c. Would like IMS support in approaching vendors such as UTOPIA or UEN




Finance Department

Accounting Division Intermediate Goals (2-3 Years) 1. Rewrite and enhance EDS 2. Refund system. We need a consolidated system for refunds that keeps track of refunds,

payouts, payments to jurors, payments for Police evidence, and other payments. Investigate the use of the small purchase check system to accomplish this goal.

3. Hummingbird Implementation for all sources of accounts payable transactions. 4. Small Purchase Check inventory and control system

Immediate Goals

1. IFAS upgrade

Purchasing and Property Control Long Term Goals

No long term goals have been identified. Intermediate Goals 2. Online PEID submission forms into IFAS. Look into having Online PEID submission

forms go directly into IFAS so that the info doesn’t have to be manually entered from the online form data.

3. A new intermediate goal is to implement the IFAS Time Tracking module. I’m very interested in its implementation but understand that it may be several months before divisions of finance may be included.

Immediate Tasks 1. BidSync. Determine if BidSync is the best option for replacing the City’s obsolete bid

system. IMS is still working through several issues with BidSync before a final decision can be made.

2. Edocs. On hold for almost 2 years (first Accuprint and then Check Guard software) and now I’m told will be held until the BiTech Easy Laser Forms ELF system is available. It looks right now that it will be January before ELF is an option. a. Purchase Request b. Bid form c. Waver form d. P.O. form e. Change orders f. Online leave request.

Treasurer’s Office Long Term (3-5 Year Goals)




Short Term (0-3 Year Goals)

1. Rewrite the cash management system for the City including the lockbox program creating a new Treasury Management System (TMS).

2. Develop a new return check system that is integrated into the TMS. 3. Disaster contingency plan that allows for remote access. 4. Document Management system (Hummingbird). The Treasurer’s Office sees a need for

further implementation and training of the Hummingbird software and better integration between the Hummingbird software and other applications such as IFAS, Word, Excel, Access, and others. Specifically, it would be desirable to pull up a related document from within the other program.




Fire Department Long Term (3-5 Years) Goals

Intermediate (2-3 Year) Goals

1. Upgrade the Current Alerting System to VoIP

SLCFD uses technology from a company called Zetron to alert crews that they need to respond to a fire / medical situation. This technology is over 10 years old, and although generally reliable, is inefficient, costly, and is not interfaced to CAD. Zetron, (and other vendors), offer station alerting using internet protocols that may be interfaced with our existing network, and backed up using the radio system owned by SLC Corporation. Further, modern interfaces for alerting are activation through a touch screen monitor, and an interface to CAD, which will allow auto-alerting, reducing call-processing times.

2. Enhance the Capabilities of the Backup Dispatch Center Right now, the Backup Dispatch Center for Fire is at Station One. Dispatch equipment consists of computer monitors on desks, with traditional telephones, and mobile car radios at each position. This project involves acquiring the equipment to make the center as comparable to our regular Dispatch center as possible. This involves the following:

a. Acquiring at least 4 new or used Vesta / Meridian workstations b. Acquiring at least 4 Motorola Centracom Gold radio workstations c. Obtaining 4 dispatch consoles with headset capability d. Obtaining 4 Zetron model 26 alerting units

This project will also involve determining additional redundancies that will be required to make the backup center fully functional, (addition of phone lines at the backup center, installation of radio infrastructure that will be required, etc)

3. Upgrade the Data Network used by Department Facilities As the number of computer applications used by the department increases, and technologies such as VoIP station alerting and telephony are acquired, it will be important to ensure the network has the bandwidth and quality of service to accommodate. Currently, at T1 lines are installed at most locations, which may not be sufficient to support these technologies as they’re brought into production.

4. Implement / Obtain an Internal Asset Tracking System Right now, SLC Fire has an asset tracking system for medical equipment / controlled substances. This project involves determining if this system may also be used for non-medical assets. If not, a software solution should be identified and purchased to this end.

5. Mitigate Radio Interference in High-Life Risk Structures Certain facilities in Salt Lake City, such as parking terraces, or buildings constructed with thick materials, create radio interference for crews working inside or underground. There are certain technologies available, such as coaxial cables attached to antennas that can enhance communications inside structures. SLCFD is interested in a public / private partnership to identify high-risk structures, and determine low-cost solutions for communications enhancements. Also the department is interested in modifying city code to include the addition of low-cost communications technology during new construction or renovation of high life-hazard buildings.




Immediate Tasks 1. Audio / Visual Historic Preservation.

a. Complete the process of converting VHS tapes in the department archive to DVD & AVI.

b. Move all electronic recordings to A/V server

2. CAD / AVL Integration. Deploy AVL Technology owned by the department to provide dispatch based upon nearest actual apparatus during the deployment of Versaterm

3. Document Archiving. Evaluate the possibility of transitioning from Hummingbird to Sharepoint for all document management

4. Telestaff Interface. Develop specifications for a 1-way push of roster data from Telestaff to

FDM, to enhance reporting capabilities and eliminate redundant data entry

5. Automation of Fire Prevention Processes. a. Continue to identify ways of unifying inspection data collection & sharing

methods between Operations / Fire Prevention. b. Automate false-alarm claims through EF Recovery

6. Network Based Training System. Continue the development of web-based training

methods to effect a cost savings and keep crews in district during mandatory training

7. Event Management. Develop an iPad application for the management of events, including ICS forms, GIS display of incidents, and internet radio feed

8. GIS Applications. Finalize development of GIS map tools, accessible in Dispatch, fire rigs & stations, with real-time updates to map data

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. RMS. a. Implement FDM Win6 department-wide b. Deploy the following “wizards” for data entry:

i. NFIRS required fields ii. Inspection data entry

iii. Training data entry c. Add zip codes to all properties in the database d. Switch database map projection from NAD 27 to NAD 83

e. Sustainable Mobile Platform. Begin the transition to less-expensive mobile devices

for field computer operations, (MDT, medical reporting, etc)




Human Resources


Intermediate Goals (3 to 5 Year) 1. TIME KEEPING SYSTEM – Compile a team to explore and review automated systems

best-suited to replace the current manual timekeeping process. Ideally, this is a single system to be applied and utilized citywide and includes flexible reporting capabilities. System requirements include the ability to interact with and download timekeeping data into the City’s payroll system. It is anticipated that this change will result in greater consistency and accuracy, as well as a reduction in payroll calculating errors and overall labor costs.

2. ONLINE RECRUITMENT SYSTEM UPGRADE – Review, redesign and develop overall upgrade of the City’s online recruitment system to include a mandatory electronic application process (no hard copy applications or manual application process), job applicant tracking, automatic electronic notification, etc.

Immediate Tasks

1. FMLA LEAVE TRACKING -- Design, implement and train on a new tracking &

notification system for City compliance with the federal Family & Medical Leave Act. a. This system will assist in determining employee eligibility for FMLA; b. Generate forms and notification letters; c. Track dates and hours used for FMLA purposes

2. PERSONNEL TRAINING SYSTEM— Complete the development of the Training

Tracking program. This will benefit HR for the following reasons: a. It will allow online registration. b. Automatic notification before license and certifications are expired. c. Training will attach to Personnel Screens so that HR can track all employees’

training. d. Automatic notification will be given to supervisors if employees do not attend

scheduled training. e. The syllabus and training manual will be attached to each training class list. If

needed, this could prove helpful during disciplinary actions. (Proving an employee attended the class, thereby eliminating their argument that they didn’t know….)

f. Employee Online viewing access for employees to view the classes they have attended or are required to attend.

g. Automatic billing to departments for any charge associated with the training class. h. Ability to track outside conferences. i. Mandatory classes will be tied to job codes and notification will be given to

employees, as needed, in those specific job codes. j. Reports can be generated showing classes, hours trained, etc. for person or

department.

3. SEPARATION SYSTEM – Design and implement a new Separation system. The current system is both inefficient and insufficient. The new system should do the following:

a. Notify IMS when an employee has terminated so that all IT access can be shut down.




b. Provide Separation Notice for signatures, as well as check off sheet for all City equipment. The Separation Notice is sent to Payroll for Connie to separate employee from IFAS.

c. Generate Benefits and Retirement notifications. d. Send Kate Blackwood these forms via e-mail.




Justice Courts Long Term (3-5 Year) Goals


1. E-tickets. The hours needed to keep up with the current system are oppressive, not only to the staff at Courts but through the entire process. E-tickets that are integrated into the case management system will save hours, paper, and mistakes. Benefits to other departments in the City and especially to the citizens are incalculable. Traffic Enforcement and SLCPD will have to be part of this plan before it can go forward.

2. Website Maintenance. Make website management work. Either train and pay for people in the departments to do it or have IMS do it all.

Immediate Goals 1. Conversion to CORIS. The State Administrative Office of the Court has mandated that all

Justice Courts use the same case management system. The Justice Courts must migrate to the CORIS system by May 2011.




Mayor’s Office Administration Long Term (3 to 5 Year) Goals

No long term goals were identified. Intermediate (2 to 3 Year) Goals.

Upgrade of the City’s web presence and branding of print materials. Immediate Action 1. Transmittals to the City Council. These are for approvals, denials, revisions, ordinances

and Policy. 2. Mayor’s Web Site revision. The Mayor’s Office is in the process of a complete revision of

all content on the Mayor’s Office site. This includes both the presentation and the content provided and is being done in conjunction with the redesign of the City’s website.

3. Electronic Document Management. This effort will help organize the current administration and will make it easier to pass on projects and information to the other groups.

Budget & Policy Long Term (3-5 Year) Goals

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.

2. Implement Hummingbird. This project is to cover developing and training costs to implement the Hummingbird program for use with budgets and to maintain policy documents. As the current process of document storage and retrieval migrates to the Hummingbird system, this will cover the associated costs.

Immediate Tasks




Police Department The Police Department is the law enforcement agency for Salt Lake City.


1. Data Store / Data Warehouse. There are currently multiple sources of information available to the officers, having one place that all the various sources for the information to be collected and stored would be valuable. This information could then be indexed, and quickly and easily searched.

Intermediate (2 to 3 Year) Goals

1. 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 XP or Windows Vista. 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.

Immediate Goals

1. Public Information Web Sites. The Police Department has found that they can cut down on

the number of calls and complaints made to dispatch and other departments by designing a group of websites that offer basic services to the public. These sites would include:

a. On-Line Entry of Alarm Permits b. On-Line Entry of Address Check Requests - Citizens and business owners wishing

to request that an address be check for suspicious behavior could do so online. c. On-Line Lost and Found – Online forum for items that are missing or have been

found. d. GRAMA Requests – Public requests for police reports in alignment with State

GRAMA code. 2. Cashier Application for Service Desk. The service desk would like to have the use of a

cashier application similar to what the Treasurer’s office uses. The Treasurer’s application would need to be redesigned to fit the needs of the service desk.

3. Digital Citations. The department currently issues thousands of paper tickets each month. This places a large burden on the Police Record’s department that could be significantly decreased. Implementation of an automated system using handheld devices to capture and print citation such as the system in use in Taylorsville and other municipalities will result in a savings for the department both in labor and material. The department has entered into a contract with Brazos Technology. Development of the citation form is complete, as of Oct ’11, and the misdemeanor form is scheduled to be completed by Jan ’12. Once both forms are ready, deployment will go from the current 60 users to all first responders (approx 274). After the citation and misdemeanor forms are fully deployed, the hardware and software can be used to replace additional hard copy forms with electronic ones.

4. Police Scheduling Application. The department has a need for a scheduling/calendaring system. The current practice uses Outlook to create and maintain officer’s schedules. Schedules are made up in Outlook calendaring and printed off daily. Timekeepers then make adjustments and corrections for the day and then the schedule is scanned to an email




attachment and sent to dispatch and Watch Command. This application would provide an automated format for the creation of daily rosters as well as an easy interface for editing and correcting the schedules. The output could be shared across the department via internet and intranet pages.

5. The RFP Selection process for a robust inventory system began in Fiscal ’11. Implementation and support of the inventory system will be a high priority in Fiscal ’12

6. Continuing to support the expansion of the “Palantir” program in cooperation with the Salt Lake Information Center (SLIC) as part of the Urban Area Security Initiative (UASI).




Public Services Administration and Department Wide.

Long Term (3-5 Year Goals) 1. Security – 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.

Intermediate (2-3 Year) Goals 1. Document Management / Scanning. Implement a document management system such as

Sharepoint or Hummingbird. 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 $500-1000 and $50 per month wireless fees.

3. Cost Accounting System Implementation. Currently we are implementing an IMS-written activity-based cost accounting software solution for Streets. We plan on expanding the GIS capabilities, and in the future, expanding this or similar software to other divisions. If the department wide Work Management System is approved, this will roll into that project.

Immediate Tasks 1. Department Work Management System. One system department wide to track goals,

known assets, preventative maintenance scheduling, planning and customer service. A system such as Accela may fulfill this need. Many other program specific projects will roll into this system.

2. Continued deployment of GPS units in vehicles to assist in fuel saving and efficiencies.

Public Services – Compliance Long Term (3-5 Years) Goals

No long term goals defined

Intermediate (2-3 Year) Goals 1. Dispatch system software to track complaints. Work orders type system to easily track and

look up status on complaints. Looking at using Accela mobile module, or something like Xora software as service ($20/per month per user). May coordinate with Graffiti system which has similar goals.

2. Impound Lot security cameras to replace current VHS system. Entirely newly designed system would be able to get better access of entire lot including off-site feeds of security cameras. This may or may not include IMS depending on the specifications.

Immediate Tasks 1. Online web form for exempt vehicle registration. Agencies that have unmarked vehicles

that should be exempt from parking restrictions will have the ability to register their vehicle through an online web form. The information will then be uploaded to parking system hotlist so officers will know the vehicle is exempt when running the plate.

Public Services – Facilities

Long Term (3-5 Year) Goals




1. Direct Digital Controls (DDC). All buildings with DDC to be tied into network so all

controls such as A/C, lighting, generators and fuel tanks, and security can be controlled via the network from a central location. Goal is in five years to have half of city covered, and in 10 have the entire city connected. All new construction, performance contracts, and remodels will have DDC systems.

2. Monitoring and controlling of generators and fuel tanks via smart controllers.


1. Access building plans, specs operation and maintenance manual, warranty and commissioning documents via network. Rather than having to use hard copies and associated on site storage, this process could be paperless through use of document management system and a link through Hummingbird. This is partially implemented, but not yet consistently applied.

2. Tie IFAS into Micromain. This would allow for cost to be capture to the asset level and allow for improved replacement planning. This would eliminate double entry to both IFAS and Micromain systems improving efficiencies for cost tracking efforts, revenue billings to events or other entities. The invoice from IFAS would tie to the project in Micromain. Micromain will help with the interface. Envisioned is the intermediary step of creating a report that would download invoices from IFAS to Micromain. In the future this would be a seamless process.

Immediate Tasks

1. Inventory System for parts and tools. A tracking system for all tools, parts, and furniture that Facilities owns. This will be similar to a Point of Sale system where items would be added and subtracted from the system as they move in and out of inventory. This is built in to Micromain and is in the process of being implemented, and scanners need to be purchased.

2. GPS system. Ability to find employees via vehicle GPS capabilities. Associated Resources and Costs of approximately $30 per vehicle.

3. Timekeeping tied to Micromain. Ability to compare actual time from IFAS to reported activity time in Micromain to make it possible to track employee hours by activity. Envisioned is an IMS solution that pulls the hours from both databases and sends a nightly report with the comparison of hours. This is expected to require about One month IMS time or $1,000. If the department wide Work Management System is approved, this will roll into that project.

Public Services – Fleet Long Term (3-5 Year) Goals 1. Possible replacement for FASTER system to a newer and more efficient Fleet

Management system. If the department wide Work Management System is approved, this will roll into that project.

Intermediate (2-3 Year) Goals 1. Tying current systems together. Have Faster, RFPs, Specifications, IFAS, CAMP,

FuelForce and other software and documentations tied together so all information on a vehicle would be easily accessible through one portal. Will explore a replacement to FASTER to achieve this, or possibly an IMS-written system to do so. If the department wide Work Management System is approved, this will roll into that project.




Immediate Tasks 1. Web based user portal. Online tool for customers to be able to look up real time

information on their vehicle that would pull data from current systems and give the data in real time to the customer. If the department wide Work Management System is approved, this will roll into that project.

Public Services – Forestry (Parks) Long Term (3-5 Year) Goals

1. Satellite Imagery (LIDAR). Identifies more specifically trees other than inventoried trees

such as those in places other than park strips. Individual trees in parks, alleys, watersheds, natural areas and other sites areas could be easily recognizable, identified and monitored for health and sustainability globally from a desktop. This technology could also be applied to streets, waterways, city planning and public safety to name a few and would supersede Forestry Division and be a project that would need other Divisions / Departments interested to proceed. To be funded by grant money. Need to outsource to a consultant. San Diego and Sacramento have implemented components of this technology at estimated costs of $500,000.

2. Itrees or similar program. Itrees is a program that identifies data on species of trees and how they influence and are influenced by their surroundings. Through satellite imagery and other tools one can view on a large scale the affect and value of trees on the environment surrounding the trees. To be funded by grant money. Obtain image $1500. Need to outsource to a consultant. Three months work $10,000.

3. Virtual arboretum website for tree ordering. A website where a citizen can create an order online to get a tree planted. Could choose where to plant it, and move it around on a virtual image of the property. Also capabilities of showing the trees growth over time (including root systems) to customer so they can make an informed decision on what tree to plant and where. Similar to Better Homes and Gardens website. To be funded by grant money. This would need to be outsourced to a consultant. Estimated time is one year work or $500,000.


No Intermediate Goals

Immediate Tasks 2. Portable devices to replace handheld PDAs. Currently the PDAs being used for the tree

inventory system are out of date, and many are not in service. New handhelds need to be purchased, and the capability to specify xy coordinates of tree location needs to be a function of the PDA would be a desired addition. In process of testing various options. Six handheld units at $600 = $3600. 160 hours programming at $65 per hour = $10,040. If the department wide Work Management System is approved, this will roll into that project.

1. Voice Activated Phone System (IVR). Currently one employee answers all calls. Forestry needs a system that will give employee the option to transfer the caller to a voice system that will take down common problems, i.e. “to report a fallen tree” to be input directly into the tree inventory application. Working with Streets system approx $15,000 for 250 hours development time from IMS.

2. A Web form for the customer to select trees by their attributes with web pages and a map of an example of each tree. This will allow the citizen to make an informed decision on what tree to plant.




Public Services – Gallivan Center


No long term goals defined Intermediate (2-3 Year) Goals

No intermediate goals defined Immediate Tasks

1. Open Wifi at the Gallivan Center 2. Event scheduling software. A system is needed to schedule resources for the

Gallivan Center facilities.

Public Services – Golf Long Term (3-5 Year) Goals


1. Irrigation Control Systems. New systems entirely needed at Bonneville, Nibley, and

significant upgrades to Rose Park. Mtn Dell and Forest Dale need upgrades as well in the long term. $3.8 million for entire system (including mechanical hardware and labor) Refer to issue paper for detailed information. As per the steering committee, this is a high priority.

Immediate Tasks 1. Data connection in maintenance sheds. Move away from dial up lines to Canopy, DSL, or

other faster connection. $32 per connection/each jack. This is in process.

Public Services - Parks Long Term (3-5 Years) Goals 1. Cost Tracking & Work Order System. A system to maintain parks, including a work order

system where supervisor can enter a request electronically along with a priority, start date/end date in system. System would be tied into IFAS and can pull data from IFAS. Would like to also tie into GIS system and include a mobile application. If the department wide Work Management System is approved, this will roll into that project.


1. Improvements to Ballfields system. System should include options of partial payments

and providing applicant relevant information and improved reporting as compared to the current system. If the department wide Work Management System is approved, this will roll into that project.

Formatted: Indent: Left: 0.5", Hanging: 0.5"




Immediate Tasks

1. Graffiti mobile work order system. Currently exploring options for Graffiti to receive and

update their work orders in the field. If the department wide Work Management System is approved, this will roll into that project.

Public Services – Streets Long Term (3-5 Year) Goals

1. Remedy cross connection with PUBS database. Have access to customer’s information

from Public Utilities system accessible from Remedy. The operator could bring up a form based on the request (such as can replacement) with auto-filled information from PUBS database. A work order could then be generated, and reports could be run based on data in system.

2. GIS. GIS to be implemented in future versions of activity tracking software referenced under Immediate tasks. Would like to use it to identify an address and when any work was last done there (such as: concrete, signals, signs, asphalt, meters). Also using GPS with GIS to have coordinates entered as work is done and to determine most efficient route. Including portable devices to update work order and other systems. Nine months of IMS time cost $94,000. If the department wide Work Management System is approved, this will roll into that project.

Intermediate (2-3 Year) Goals 1. Map based inventory system through GIS. A system to access locations of signs,

crosswalks, and other points of interest through GIS.

Immediate Tasks 1. Improvements to activity based costing software. IMS has written this and Streets is

currently using this system. Improvements needed are error fixes, editing speed improvements, and reporting improvements. If the department wide Work Management System is approved, this will roll into that project.

2. Remedy Request for service system implementation. This is already purchased and is being implemented. Also, an automated system where the operator could transfer the caller to request leaf bags, check their garbage day, etc. If the department wide Work Management System is approved, this will roll into that project.

3. Phone system to reach customers via recorded phone message based on a geographic area. It would be used to inform them to prepare for upcoming activities like sweeping, neighborhood cleanup, or snow plowing.

Youth and Family Services



No intermediate goals defined Immediate Tasks

No immediate goals defined




Public Utilities The purpose of the Public Utilities Department is to provide water, waste water, and storm water services that meet or exceed public health and environmental standards while ensuring efficiency, public trust and customer satisfaction.

Long Term (3-5 Year Goals) 1. Asset Management System. The Department requires a system to monitor life

expectancy, improvements and production run-time on facility assets. The projected effort for this system is 500 hours.

2. Wireless Access to Update Work Order and Billing System. The projected effort for this project is 160 hours.

3. Combine Billing System and Work Order System together. The projected effort for this project is 1920 hours.

4. Install Kiosks - For Payment and Billing Inquiry. This would provide customers with an additional way to access their account information. The projected effort for this project is 160 hours. Hardware will be required as well.

5. Performance Dashboard System. This would be an automated system that would summarize and report management information from different department computer systems. The projected effort for this project is 160 hours.

6. 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 500 hours.

7. New Lab System. The projected effort for this project is 500 hours. This will include the purchase of an existing system.

8. Radio Meter Reading by Radio Tower. 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. This would allow the reading of meters at any time. The projected effort for this project is 500 hours.

Immediate Tasks 1. Rewrite Billing System. The current Public Utilities Billing System is currently 14

years old. The system needs to be updated to provide additional services to our customers. The changes will provide faster and more accurate information to our customer service personnel. This will be a major investment in programming time over the next three years to design and implement. The Department and IMS have investigated other third party options and found due to the complexity of our current needs that they could not provide the services required. The new system will allow direct connection to our work order system and the city's financial system. . The changes required would allow E-statements, summary billing, cross connection monitoring system, and new bill format. The City’s technology base for this type of program requires changes. A rewrite is needed to update both the functionality and the technology behind the PUBS system. The estimated effort is 7680 hours.

2. Pretreatment Program – In order for this section to operate efficiently and to keep track of the thousands of accounts and test taken each year a data base or software package is required. This will be the purchase of an existing system.

3. Water Quality Tracking - 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.

4. Upgrade Project Tracking System. The current system was designed over ten 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 500 hours.

5. Hummingbird / 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 Alchemy 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.

6. 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.

7. New Fiber at Reclamation Plant. The existing network at the water reclamation plant is beginning to show its age. In some areas, there is a lack of ability to expand or replace existing circuits due to corrosion of the infrastructure. This project will also upgrade the connection to Quest with a higher speed connection to City services. The projected effort for our internal support staff is 100 hours.

8. Voice over IP – Sewer Treatment Plant. This project will take place after the new Fiber and higher speed connection at the Plant is installed.

9. 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.

10. New Work Order System for our Water Treatment Plants and Water Reclamation Plant. This would replace an old outdated system to provide better information to management. This will include purchasing a new system.

11. Expand IVR System to Include Spanish Language and Phone Number Access. This project will expand the usability of the IVR system and provide an increased level of service for the Public Utilities department. The projected level of effort is 160 hours.

12. Update Revenue Management System to Automatically Update CPI and Metro Rate Increases. The projected effort for this is 40 hours.

13. Automate Water Rights Records. Water Rights need to be organized on one computer data base. The projected effort for this project is 160 hours.

14. Sewer Monitoring System. This would be new technology to design a system to view and monitor sewer flows at major connections in real time. The projected effort for this project is 160 hours.




Redevelopment Agency

The Redevelopment Agency of Salt Lake City exists to improve blighted areas of Salt Lake City, encourage economic development of Salt Lake City, encourage the development of housing for low and moderate income households within Salt Lake City, and encourage compliance with and implementation of the Salt Lake City Master Plan

Long Term (3-5 Year Goals) 1. Improved efficiency in achieving the goal of a paperless office. City Council submittals are

provided in .PDF format.

Intermediate (2-3 Year Goals)

1. RDA continues to acquire and use portable equipment. This equipment includes the use of Laptop computers and PDA’s for staff.

2. RDA has acquired GIS software to aid in the development of custom mapping. The office is eagerly anticipating further refinements to the IGIS application.

3. Paperless Office – RDA is striving to discover and employ paperless office technologies that will permit staff and constituents to operate with a minimum of paper. A document management system is seen as key to achieving this goal.

Immediate Goals

1. Document Management – RDA, like many city departments is drowning in a sea of cellulose.

A Document management system is needed to efficiently store and index documents. Participation in an Enterprise Hummingbird Document system is seen as a way to accomplish this goal. RDA has acquired copiers with integrated scanners that can be used to capture documents for electronic document management (e-DM)

information and technology master plan

Documents