3-Year IT Strategy Update :: City of Palo Alto
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The document outlines a three year IT strategy for the City of Palo Alto with the goals of deploying digital city capabilities, implementing IT governance, standardizing and enhancing service delivery, and upgrading technology infrastructure and formalizing information security to enable a smart, connected digital city and provide innovative technology solutions that support city departments in delivering quality services to the community. The current IT landscape and technology trends are also discussed, along with accomplishments in 2012 and future initiatives to achieve the strategic goals.
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3-Year IT Strategy Update :: City of Palo Alto
- 1. This presentation has been optimized for online viewing. In an effort to align to the City of Palo Alto’s Sustainability Policy, please consider the environment before printing on paper. Version 17 Updated 5/16/2013
- 2. Three Year IT Strategy FY13-FY15 Enabling a Smart, Connected Digital City May 6, 2013
- 3. Agenda Technology Trends Three year IT Strategy Current City IT Landscape
- 4. Technology Trends The World we Live in Today
- 6. Current IT Landscape Breadth & Depth of City of Palo Alto IT
- 7. What we do Operations Project management Governance & planning Information security Enterprise systems
- 8. What we do IT staff supporting 1,416 employees (includes hourly) 30
- 9. What we do 222 Technology solutions
- 10. What we do Help Desk tickets closed in FY 2012 9,460
- 11. What we do $8.5MM operating expenses in FY 2012
- 12. What we do $4.1 $1.5 Maintenance Investment 30 IT projects in flight MM MM 27% 73%
- 13. What we do Pending approved projects Projects requests in other statuses 29 20
- 14. Three Year IT Strategy FY13 – FY15
- 16. Motivation for Strategy Lack of framework for prioritizing work, identifying risk and measuring value
- 17. Motivation for Strategy with increasing risk over time Aging infrastructure
- 18. Motivation for Strategy Inconsistent delivery and quality of services
- 19. Vision To build and enable a leading digital city
- 20. Mission To provide innovative technology solutions that support City departments in delivering quality services to the community
- 21. Goal #1 Deploy digital city capabilities Lower cost Innovation Quality Efficiency
- 22. Goal #1 2012 Accomplishments Open government Public/private partnerships Social collaboration Deploy digital city capabilities
- 23. Goal #1 Initiatives Development Center Blueprint Cloud-based Communication & Collaboration Suite 311 Mobile and Online App Shared 911 System Los Altos, Mountain View & Palo Alto Deploy digital city capabilities
- 24. Goal #2 Implement IT governance Lower cost Innovation Quality Efficiency
- 25. Goal #2 2012 Accomplishments Hired IT Governance & Planning Manager Increased rigor on aligning IT projects to City goals and monitoring delivery Formed IT Governance Review Board Created Information Security Steering Committee Implement IT governance
- 26. Goal #2 Future Initiatives Metrics GIS Steering Committee 5 Year IT Project Roadmap IT Service Catalog Implement IT governance
- 27. Goal #3 Standardize & enhance service delivery Lower cost Innovation Quality Efficiency
- 28. Goal #3 Accomplishments Lean Startup Training Standardize & enhance service delivery
- 29. Goal # 3 Future Initiatives Training & career paths Architectural standards Standardize & enhance service delivery
- 30. Goal #4 Upgrade technology infrastructure & formalize information security Lower cost Innovation Quality Efficiency
- 31. Redesigned website New telephones High-speed network Laptops Cloud-first strategy Goal #4 2012 Accomplishments Upgrade technology infrastructure & formalize information security 3 year information security roadmap
- 32. Goal # 4 Future Initiatives New Mitchell Park Library & Community Center Technology Enterprise-class wireless System refreshes & upgrades Disaster recovery Upgrade technology infrastructure & formalize information security
- 33. Goal Summary #1 Deploy digital city capabilities #3 Standardize & enhance service delivery #2 Implement IT governance # 4 Upgrade technology infrastructure & formalize information security
- 34. The Future of ERP (Enterprise Resource Planning)
- 35. The Future of ERP Current state Future initiative Stable 16 organizational functions $3MM total annual cost Analysis of environment & processes Evaluate alignment to strategy Determine refreshed vision
- 36. It’s a new day – let’s do amazing things together! Closing
- 38. Questions?
- 39. Thank you
Hinweis der Redaktion
- 1:34 IT to employee ratio (Industry average is 1:25 for 1,000 employees)IT staff – full time, excludes hourly, does not include extra 1.55 FTEs in budget (1 is Marta S, .55 is Michael Hill)1416 (includes hourly employees as of 3/8/13). 937 of the 1416 are full time employeesOperating expenses: $9.7MM minus $1.2MM for IT investment projectsTechnology solutions include distinct product that can be acquired separately224 technology systems, of which 52 IT fully supportsOperating expenses: Total fund actual expenditures in FY 2012 were $9,716,095. Of this amount, $880,563 was capital related. Total operating expenditures were $8,835,532. Desktop refreshes $ is hardware only
- 222 technology systems, of which 38 IT fully supportsAs of Mar 2013:Total number of servers: 160Total number of computers: 1100Total number of telephones: 1450Total number of locations: 30Average number of work orders closed per month: 820% of Virtualized Servers: 30%
- Operating expenses: $9.7MM minus $1.2MM for IT investment projectsOperating expenses: Total fund actual expenditures in FY 2012 were $9,716,095. Of this amount, $880,563 was capital related. Total operating expenditures were $8,835,532.
- As of 5/16/13$1,508,904 investment (27%)$4,085,342 maint (73%)
- As of 5/16/13Pending approved projects:Pending due to funding and/or resources not available yetProject requests in other statuses:7 on hold7 wish list8 governance review/pre-approval
- Identified as an area of opportunity from our internal audit team
- Increased rigor on IT projects:37 projects cancelled from December 2012 through April 2013:2 conflicted with strategy3 existing solution identified5 merged with another project12 non-project (doesn’t meet project definition2 no longer a priority1 not supported by IT1 deferred11 duplicate
- Project management trainingInfoSec awareness trainingPCI security training
- Redesigned website (2.2MM visits from July 2012 – 4/16/13. 6k avg visits/day)New telephones: installed 860 new IP Phones, 65 new TDM phones (a few locations that couldn’t support IP phones), 150 analog lines for faxes, modems, conference rooms.(We still have Mitchell Park Library/Community Center, Fire Station 6, and Main Library coming soon, so that will add another 60+ phones)High speed data stats: 9,460 (as listed in SEA report),Locations re-cabled: 15 buildings and roughly 1,034 jacks/dropsLaptops – migrate over next 4 yrs
- 40 of modules & integrations$11,791,960 spent since implementationAnnual maintenance: $2,569,807 for 14 employees including benefits plus $513k annual maintenance excludes employee resources cost, Operating costs:$250k for sierra consulting, annual main $263k# of transactions per day: execute 8,265 transactions per month. That is about 1,106,906 SAP screens.$3.1MM spent since implementation
- No longer in data center businessOperating ModelNew staffingInnovationLower cost & efficientChallenges along the wayFuture exercise to determine refresh costsWe don’t expect ops budget to increase, invest costs will increase, infrastructure upgrades funded by tech reserve, 6-8 months out we will understand break even piont where op costs go down