SUBJECT: SEE BELOW DATE: Information Technology Projects Status and Future Technology Investment Strategies Semi-Annual Report

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1 CITY OF. SAN JOSE CAPITAL OF SILICON VALLEY TO: HONORABLE MAYOR AND CITY COUNCIL COUNCIL AGENDA: ITEM: 3.7 Memorandum FROM: Toni J. Taber, CM' City Clerk SUBJECT: SEE BELOW DATE: SUBJECT: Information Technology Projects Status and Future Technology Investment Strategies Semi-Annual Report RECOMMENDATION As recommended by the Public Safety, Finance, and Strategic Support Committee on September 17, 2015 and outlined in the attached memo previously submitted to the Public Safety, Finance, and Strategic Support Committee, accept the semi-annual report on the status of City-wide technology projects and future Information technology investment strategies.

2 PSFSS AGENDA: 9/17/2015 ITEM: (d) 7 CITY OF SAN IPSE CAPITAL OF SILICON VALLEY TO: PUBLIC SAFETY, FINANCE, AND STRATEGIC SUPPORT COMMITTEE, Memorandum FROM: Vijay Sammeta SUBJECT: SEE BELOW DATE: September 3, 2015 Approved. ) A, ian, Date, j $ SUBJECT: INFORMATION TECHNOLOGY PROJECTS STATUS AND FUTURE TECHNOLOGY INVESTMENT STRATEGIES SEMI-ANNUAL REPORT RECOMMENDATION Accept the semi-annual report on the status of City-wide technology projects and future information technology investment strategies. BACKGROUND The Information Technology Department (ITD) provides enterprise (City-wide) technology support that both directly and indirectly enables service delivery to the public. ITD also provides operational and strategic direction for departments that maintain internal technology staff to support line of business applications. For those departments without internal technology positions, ITD provides a complete range of support. Within 180 square miles of San Jose, ITD delivers service to nearly 100 remote locations and approximately five major campuses. Essential services provided by ITD to the organization include: Network - Organizational connectivity to City facilities and to the internet Servers - Hardware, software and maintenance required to host applications Security - Firewall management, risk mitigation and threat response Telecommunications - Telephone service and cost management Human Resources/Payroll - Payroll, benefits and recruiting applications Financial Management System (FMS) - Accounts payable and procurement application Revenue Collection (Rev Results) - Revenue management application Integrated Billing System (IBS) - Utility billing and business tax application Budget System (ABS and CABS) - Operating and Capital Budget systems

3 Page 2 of 6 Enterprise Databases - Hosting of both commercial and custom written databases HelpDesk - End user support Customer Contact Center - Primary non-emergency Call Center for employees and the public The systems identified above represent the foundational components to the City's technical infrastructure. They ensure meeting the City's most essential needs such as revenue collection, paying bills, employee payroll, producing a balanced budget, and providing the necessary tools for workforce productivity. With Silicon Valley's improved economy, ITD is experiencing challenges in attracting and retaining highly qualified technology talent with modern skill sets to support the City's recent investments in new solutions. With a vacancy factor of nearly 40% in technical positions, the department's ability to take on new projects is severely limited. ITD is working closely with the Human Resources Department and the City Manager's Office to address these issues with both short term and long term strategies. In the meantime, current staff capacity is dedicated to those projects that are mandatory for sustaining the core businesses of the City. Below is a status update of prioritized major projects currently underway by ITD. 1 MAJOR PROJECTS Security Following internal and external security assessments, ITD is in the process of remediation and policy refinement efforts to strengthen the City's information security posture. Security is a continuous and ongoing effort to adapt to evolving threats. The department has also secured contractual assistance with industry expertise in specific areas of concern. An additional $250,000 of one-time funding was approved by Council as part of the Adopted Operating Budget to address critical remediation recommendations identified in information security assessments. General security updates will be provided to the PSFSS Committee through the City Auditor's Semiannual Recommendation Follow-up Report on Outstanding ; Audit Recommendations or in a separate detailed briefing to Council in closed session. Office 365 As part of the Adopted Operating Budget, Council approved $350,000 in ongoing funding for a City-wide expansion of the full Office suite to City employees. ITD has now procured the licenses and is the process of deployment. In addition, ITD has hosted nearly 250 training classes to date, both at City Hall and remote facilities, on the following topics:

4 , Page 3 of 6 Office 365 Transition to Office 2013 Skype for Business Charting in Excel 2013 Pivot Tables in Excel 2013 Formulas in Excel 2013 Macros in Excel 2013 Office Web Apps Fillable Forms in Word 2013, One Drive for Business Org Charts and Flow Charts in Visio 2013 OneNote Finally, ITD is working with its SharePoint consultants on developing a City-wide governance model which will help lay the foundation for how the City will store and retrieve documents in the cloud. The next steps will include stakeholder outreach, including the City Attorney's Office, in preparation for deploying advanced features of SharePoint such as document management, collaboration, workflows, etc. to the organization. Telephony ITD has completed the City's migration to a hosted Voice over Internet Protocol (VoIP) phone system, which transferred back-end support of telephones to the service provider while leveraging the City's fiber infrastructure. The department is now decommissioning the old equipment to eliminate ongoing support. ITD has also completed the migration of the City's Call Centers to a new call handling software. The new software allows supervisors to better manage customer service through the use of analytics. Call Center supervisors in departments now have the ability to manage by metrics. In addition, ITD is leading a Call Handling Steering Committee to address recommendations from the City Auditor's Report on Customer Call Handling. A bi-monthly update is provided to the Public Safety, Finance and Strategic Support (PSFSS) Committee on activities. HR/Payroll and Budget Systems Budget, Finance, Human Resources, and ITD have formed project teams for the implementation of the new HR/Payroll and Budget Systems. The consultant, integrator and project teams initiated the project kick-off and a first round of data conversion is underway. The project timeline remains at an estimated 14 month implementation with go-live in Business Tax Project teams from Finance and ITD worked with the City's consultant and integrator to kick-off the new business tax system implementation. The project timeline remains on target with an estimated go-live of January 2016.

5 Page 4 of 6 Customer Information System (CIS) The City is now live on the new CIS, delivering Recycle Plus billing to the Santa Clara County tax roll following a successful migration by project teams from Finance, the Environmental Services Department (ESD) and ITD. In order to meet the deadline for the County tax roll, Recycle Plus implementation was prioritized over Municipal Water. The project teams are currently working on stabilizing the Municipal Water billing implementation. System implementations of this type commonly require four to six or more stabilization, a period of time after go-live for the identification of system defects or other issues discovered through the daily use of the new system. Open Data ITD has completed its open data pilot and is the process of converting the portal ( for public use. Open data ensures accountability by providing public access to the same data sets used by the City Council and Administration for data driven decisions. This also provides the public with better access to the performance of the City, using open data guidelines adopted by the federal government with respect to security, formatting and transparency. As ITD recruits for an Open Data Architect, internal staff has benchmarked best practices of other comparable cities and transparency organizations such as the Sunlight Foundation. Staff is currently drafting an open data policy including governance in the procurement of new systems, and establishing a framework for opening datasets in existing systems. Once the policy and stakeholder outreach is complete, the policy will be brought forward for Council approval (estimated for Fall 2015). FUTURE INVESTMENT STRATEGIES Baseline Computing Environment The City's current fragmented approach to service delivery of technology has resulted in duplicative and inconsistent deployment of new services, addressing information security and the general support of technology. As modernization efforts begin with projects such as Virtual Desktop Infrastructure (VDI), ITD is focused on delivering a consistent computing experience to the workforce by establishing a baseline computing environment. This not only enhances productivity by removing numerous inconsistencies for both end-users and technical staff, but will assist the Administration in prioritizing technology investments with standardization of the desktop experience. Further benefits include extending the longevity of PC hardware by separating the desktop environment from the physical equipment as applications will be stored and deployed centrally (while simultaneously addressing IT General Controls Audit recommendations). Below are the initial areas of focus for developing a baseline computing environment:

6 Page 5 of 6 Desktop Operating System Patch Management Antivirus Applications Deployment and Delivery Asset Management Office 365 Document Storage Microsoft has recently released Windows 10 and many of the City's PCs are eligible for free upgrades. ITD is preparing to test Windows 10 in a test environment and it will ultimately be included in the City's new image and VDI implementation. Building Platforms, Not Silos Leveraging the City's investments already made in Office 365, ITD is now building out additional capabilities through SharePoint to include: Content/Document Management Document Repository E-Discovery Workflow Electronic Approval Currently, the functionalities above do not exist in the organization, or are fragmented into different stand-alone solutions. Upgrading these disparate systems is costly, time consuming, requires additional resources, and in many cases limits the capability of the organization to meet evolving business requirements. CONCLUSION ITD continues to focus on strategic solutions to ultimately create capacity, reduce risk and enhance employee productivity. While many of these approaches show significant promise in solving systemic issues surrounding the delivery, use, and support of technology services,. scaling such solutions to the entire organization requires resources of both staffing and ongoing funding. ITD is addressing a portion of the resource gap with one time contractual services and temporary staffing as it continues its attempt to fill vacancies on a permanent basis. The major projects discussed above are at risk of significant delay as a result of resource issues. Another potential factor in project delay is the City's deferral of incremental upgrades which leads to larger, more complicated and thus risky, major system replacements or upgrades. ITD's primary role is to provide enterprise services, ensure prudent expenditure of public funds on technology Citywide, and increasingly, engaging the community through a variety of technology solutions. In addition to the many projects directly managed by ITD, a considerable number of department projects have required significant intervention by ITD staff, including the

7 Page 6 of 6 Chief Information Officer, to mitigate potential delays, failure, and potential non-compliancy with policy or code. These projects directly compete with resources required to achieve success in the initiatives outlined above as well as future initiatives. Below is a sample of some of:the departmental projects that required ITD involvement during this reporting period: PBCE-Permitting RFP PBCE - Electronic Content Management. ESD, Fire, PW - Mobile Device Management PD - Park cameras Fire - Business intelligence requirements Fire Mobile data connectivity PD - Gaming control unit PW - Patent trade office Airport - Technology governance model In order to balance the resource issue with the need to move forward with critical projects, ITD prioritizes the various demands on its resources in the following order: Security - Modernizing firewalls, addressing high risk vulnerabilities identified through third party assessments or immediate threats Core City Business - Paying employees and vendors, collecting revenue, recruitment, producing a balanced budget Employee Productivity - Enabling and training the workforce with modern tools - Mandatory Department Specific Initiatives - Happy Hollow Park and Zoo system implementation, permitting, network upgrades at community facilities Large City-wide Initiatives - Open data, civic innovation, smart cities Technology implementations are at a unique and challenging point for the City. All major enterprise systems are in the process of being upgraded or replaced at a time when the City must compete with companies such as Google, Facebook, Linkedln and even other public sector agencies for high caliber technology talent. In addition, end-users and technology support personnel are adjusting to significant change as the tools familiar to them move through many generations in a single upgrade. However, even with these challenges, the department continues to incorporate a variety of strategies to deliver the most modern computing environment in the City's history in the most expeditious manner possible. Is/. VIJAY SAMMETA Chief Information Officer For questions, please contact Vijay Sammeta, CIO at (408)