MISSION SUMMARY OF SERVICES/FACILITIES

Transcription

1 DEPARTMENT SUMMARY MISSION To build and optimize the County s information technology infrastructure as a flexible, reliable and affordable resource to generate alternative revenue sources while providing a secure foundation for management decision-making, efficient execution of work processes, and extensive public access to relevant County information and services. Also, to provide centralized oversight technology resources through establishment and timely updating of policies, standards, and strategic plans. SUMMARY OF SERVICES/FACILITIES Information Systems Services (ISS) serves the customer information resource needs of all BCC departments and many constitutional offices in Palm Beach County government. ISS services include: Installation and maintenance of the wide area network (WAN) and local area networks (LANs), wireless communications, and video conferencing; Project management for enterprise Information Technology (IT) projects and general consulting services; Installation and maintenance of file servers, desktop computers (PCs), laptops, tablets, PDAs, printers, and other computer hardware; Installation and maintenance of telephony equipment and services, including Voice over IP; Information and system security and quality assurance; Structuring and maintenance of the County s IT Technical Architecture; Development and integration of geographic information systems (GIS) for County departments and business applications; Database design, development and support; Computer training and end user support via classes, targeted classes and one on one training; and Document imaging and scanning services. TRENDS AND ISSUES Standardization on the Microsoft Office Suite: ISS continues to roll-out new enterprise technologies in FY 2009, including Microsoft Active Directory, Microsoft Exchange/Outlook, and Microsoft Office SharePoint Services. SharePoint offers an array of capabilities and enterprise solutions, including content management, collaboration, security, portals, and document management. The new Online Agenda Tracking System is being developed using SharePoint. This will be a pilot project to gain expertise and experience with the SharePoint platform. Evolving the PBC Network into a Countywide Public Sector Network: Through participation on the Palm Beach Broadband Task Force, awareness of the County s network potential has grown among other public sector agencies in Palm Beach County. The County s sophisticated network infrastructure recently became even more valuable through our interconnection to the Florida LambdaRail. The School District already has facilities connected to the County s network and plans to add additional sites. Several municipalities, including Palm Beach Gardens, Jupiter, and Delray Beach, have plans to connect to the County. The South Florida Water Management District is also connecting to the network. During, we expect additional public sector agencies to join the network as the message is more widely communicated about the performance improvements and cost savings that can be gained from sharing the County s network. As the network evolves from a resource used primarily by a single agency (County government) to a shared network model, unit costs will decrease for all network users. C-150

2 DEPARTMENT SUMMARY ARY FINANCIAL & STAFFING SUMMARY FINANCIAL SUMMARY FY 2007 Estimated REVENUES GENERATED Inter-Departmental Charges $30,666,921 $32,272,937 $31,944,199 $30,388,120 Grants 0 190,413 13,020 0 Other 5,259,980 2,214,908 3,452,824 1,743,767 TOTAL $35,926,901 $34,678,258 $35,410,043 $32,131,887 APPROPRIATIONS Personal Services $18,664,436 $21,553,104 $19,993,013 $20,826,109 Operating Expenses 13,315,353 13,772,650 12,912,467 15,444,550 Capital Outlay 183, , ,300 56,024 Debt Service 265, , , ,588 Reserves 0 450, ,887 Transfers 1,500, TOTAL $33,928,965 $36,167,641 $33,317,368 $37,015,158 STAFFING Positions Full Time Equivalents (FTEs) PERFORMANCE MEASURES FY Year Trend Target Overall customer service rating of Very Satisfied in all evaluated areas (rating of 4 of 5) n/a n/a 4 4 Meeting the Challenges of Constraints: The continuing economic downturn and the impact of Amendment One legislation have caused sharp declines in property taxes, sales taxes, and other major fees and revenues received by County government. ISS is continuing to examine budget strategies that will reduce costs while minimizing impact on services, including the elimination of some staff positions, restricting procurement and travel activity, server consolidation, renegotiating software and service contracts, and identifying areas of service and product duplication. A key goal for will be to retire the IBM mainframe server and finally realize the savings from the elimination of this costly processor. Additionally, ISS is improving our processes for measuring and reporting key performance and output indicators. Capital Improvement Funding: New increments of capital funding were approved for as necessary to maintain, extend, and expand the County s technology infrastructure. The capital budget excludes several categories of recurring annual costs which will now be reflected in the operating budget. Approved capital projects items are shown in the following table. Capital Project Amount New Technology $2,145,000 Wide Area Network 4,180,000 Migration Strategies 250,000 e-government Projects 200,000 Telecom Upgrades 500,000 Other Projects 100,000 TOTAL $7,375,000 C-151

3 DEPARTMENT SUMMARY Balancing Service Demand with Available Resources: Despite the shrinking budgetary resources, much of the demand for ISS services has kept constant and, in some cases, even increased. One example is the continuing expansion of County facilities which require additional network connections. Adoption of Best Practices: For several years, ISS has been adopting leading industry practices designed to improve customer services and enhance accountability. Initiatives in this regard include: adoption of formal policies and procedures for project management; implementation of automated system for tracking information technology projects; extending quality control to include all technical support areas; and improving performance measures for key services and functions. SIGNIFICANT CHANGES FROM PRIOR YEAR Reduction Strategies: Preparation of the budget required that ISS sustain further cuts in our base operating budget. Key budget strategies are summarized below. Reduction of Expenditure : For, the expenditure budget was again reduced in many of the controllable line items, such as travel and training, software maintenance, overtime, standby pay, hardware maintenance, etc. Aggregate reductions total $2,305,500. Elimination of fourteen positions from ISS Complement: Staff reductions included four filled and ten vacant positions. Cutback in Contractor funding: ISS is reducing its reliance on contractor positions for staff augmentation, primarily in the area of software development. The funding reduction in this account equates to seven contractor positions. Balance Brought Forward: Curtailing expenditures during led to an increase in the anticipated balance brought forward by $650, Year and Staffing Trend Note: budget figures do not include $3,140,000 in recurring Capital Project funding reclassified as Operating for. C-152

4 PROGRAM: APPLICATIONS SERVICES DEFINITION OF PROGRAMS AND SERVICES To provide programs and services involving direct customer interface, e.g., applications development; project management; and consulting services. Primary services include: developing, implementing, and maintaining customer applications using appropriate technology; acting as liaison to user agencies to communicate plans and coordinate ISS services; and providing general consulting and project management services to user departments. PROGRAM OBJECTIVES FOR Continue progress on multiple software development projects for the Water Utilities Department, including a new meter type that will require modifications to both DTS and CIS, the re-engineering of the Developing Tracking System (DTS); completion of the last remaining phases of the Capital Improvement Project (CIP) system; development of a new Customer Relationship Management (CRM) system; and integration of the Maximo System with the CRM system. Increase customer satisfaction and staff productivity by providing the public the ability to submit applications, schedule inspections, check status and access to other PZB data via the Internet. Enhance the Property Appraiser s PAPA System to include on-line filing of Homestead Exemption Applications with additional features. Implement Time and Attendance functionality for the Clerk s new Payroll System. Continue to support the Criminal Justice Information System. Continue to support the HRMS, TimeServer and Advantage enterprise Systems. PERFORMANCE MEASURES FY Year Trend Target % CSRs on time - Applications 63% 1.3% 95% 85% % Customers satisfied with requested applications development services 99% n/a 92% 92% C-153

5 PROGRAM: APPLICATIONS SERVICES FINANCIAL SUMMARY FINANCIAL & STAFFING SUMMARY FY 2007 Estimated REVENUES GENERATED Inter-Departmental Charges $10,844,426 $10,469,341 $10,961,248 $11,095,829 grants 0 61,770 4,468 0 Other 1,774, ,320 1,157, ,852 TOTAL $12,619,177 $11,220,431 $12,123,107 $11,699,681 APPROPRIATIONS Personal Services $7,490,639 $8,239,217 $7,657,153 $7,465,932 Operating Expenses 3,907,373 2,690,675 3,710,781 5,860,174 Capital Outlay 69,507 63,418 64,500 16,466 Reserves 0 138, ,034 Transfers 530, TOTAL $11,997,948 $11,131,813 $11,432,434 $13,515,606 STAFFING Positions Full Time Equivalents (FTEs) Projects and services to be addressed during are summarized as follows: epzb - complete the development of the Building Permits Application, Building Inspections, Impact Fees Management and Reporting, and Lien Management. WUD - Capital Improvement Program (CIP) Phase 5 deployment, continued development of Phase 6 and 7; rewrite new Developing Tracking System (DTS), implementation of new rate structures for both DTS and CIS as approved by the BCC; the development of the Customer Relationship Management (CRM) system; the development of the new online Lien system (elien). Plan the migration to Powerbuilder 11 and Oracle 10g. ERM Enterprise Database Complete Resources Protection Division and begin Environmental Enhancement and Restoration Division. Risk Management Complete Loss Control and Property Insurance integration into the Department-wide database. Engineering epermits Add Land Development Division and DRO Agencies. Fire-Rescue The final Phase of Fire Rescue Human Resources (FRHR) is currently underway. The Administrative personnel have been added to the system. Dispatch personnel are the last group to be added this year. Automation of the annual station bids will be in place for the upcoming year. Juvenile Fire Starters and the Community Action Team (CAT) This application will be enhanced to allow several organizations to use it as a case management tool over the Internet. Community Services Provide support to enable compliance with new and changing grantor reporting and eligibility requirements. Continue to reduce redundant manual forms in complying with eligibility and filling out application forms Tax Collector Migrate Property Tax Interactive Voice Response (IVR) system to the Enterprise Avaya IVR platform. Provide the ability to file Tax Deed Applications via the Internet. Complete Phase II of the migration from existing client server to web based technology. C-154

6 PROGRAM: STRATEGIC SERVICES AND FINANCE DEFINITION OF PROGRAMS AND SERVICES To administer budget development and management, financial and personnel management, procurement and asset management, security program management, strategic planning, and provide support for internal improvement initiatives for ISS projects, processes and services. Primary services include: developing and managing the departmental budgets and revenues; procuring, and monitoring IT contracts or agreements, facility and asset management, and resource manager for IT goods and services countywide; strategic planning, including coordination of activities for all programs and projects associated with information technology architecture, policies, procedures, and standards; developing and managing the enterprise security program and policies; analyzing programs and processes and management reporting; coordinating and supporting all activities of cross-departmental IT advisory committees; and managing processes associated with acquiring and maintaining IT personnel. PROGRAM OBJECTIVES FOR Develop strategies and programs to leverage the deployment of Microsoft products. Implement security risk assessment and auditing processes for ISS applications and critical systems. Begin establishment and deployment of Information Technology Infrastructure Library (ITIL) for improved service management. Update security program, policies, processes and procedures through security committee. Complete update of ISS Strategic Plan for three year time frame beginning in Tuning and refining of new ISS Cost Allocation Plan as it applies to non-county resource users. Coordinate internal improvement initiatives, including procurement, fixed asset management, management reporting and customer satisfaction programs. Track all internal and external audit recommendations through disposition. PERFORMANCE MEASURES FY Year Trend Target Number of deficiencies identified during annual/ semiannual security audits (internal and external) 5 n/a 0 0 C-155

7 PROGRAM: STRATEGIC SERVICES AND FINANCE FINANCIAL SUMMARY FINANCIAL & STAFFING SUMMARY FY 2007 Estimated REVENUES GENERATED Inter-Departmental Charges $1,491,535 $2,013,831 $1,581,570 $1,982,402 Grants 0 11, Other $244, , , ,885 TOTAL $1,735,678 $2,158,307 $1,749,148 $2,090,287 APPROPRIATIONS Personal Services $1,030,616 $1,490,487 $1,194,844 $1,675,527 Operating Expenses 505, , , ,620 Capital Outlay 41,361 8,358 13,265 4,662 Reserves 0 27, ,915 Transfers 72, TOTAL $1,650,190 $2,196,624 $1,649,556 $2,414,724 STAFFING Positions Full Time Equivalents (FTEs) Project Office: With the emphasis being placed on better tracking of projects and deliverables, the Strategic Services and Finance Division will establish the foundation for coordinating the associated processes, reports and standards. As a facilitator of this program, the division will ensure that project documentation has been prepared and is updated on a regular basis. Periodic audits of the project information will be conducted and reflected in regular management reports. Depending on how effectively the program evolves, the division will update methods and procedures to improve the process and quality of project information. New Cost Allocation Plan: Having completed one year under the new plan, the Finance section has successfully implemented the new cost allocation plan. Staff has spent numerous hours reviewing questions, issues and the content of the plan. Through meeting individually with various County departments, we have increased the awareness and understanding of the plan and its various components. Microsoft Standardization: Microsoft is fast becoming one of the County s standards for , office tools, desktop operating system and servers. This means there will not be overlapping products to support which will reduce the need for specialized skills in other technologies. The Planning and Architecture team will continue to monitor the infrastructure components and publish this information on our web site. Decisions for the procurement of new tools and technologies should be driven by their ability to integrate, and not overlap, the existing standards. As part of the Resource Manager responsibilities, we will assist by approving requests which adhere to the enterprise standards, or to the departmental standards as appropriate. Program Performance Measures: In conjunction with tracking our operating budget at the program level, ISS will implement selected performance measures to track outcomes, costs, and activity levels associated with key services provided by ISS. C-156

8 PROGRAM: COMPUTING PLATFORMS DEFINITION OF PROGRAMS AND SERVICES To process, store, and protect the County s vital information for its agencies and departments. Key responsibilities include: operation of a 24x7 enterprise-wide Network Operations Center (NOC); enterprise printing and scanning; application database hosting; desktop/server support; data storage and recovery; and providing database services for development and production environment. PROGRAM OBJECTIVES FOR Enhance capability to process, store, and recover data by continuation of the server consolidation program. Strengthen Disaster Recovery capability through semi-annual testing, to include testing of the alternate processing site including mobile recovery centers, and the deployment of servers at the Emergency Operations Center with sufficient processing performance to back up and restore critical systems. Expand capabilities of NOC through integration of new enterprise tools and processes to optimize monitoring capabilities allowing for proactive diagnoses, problem correction, and diagnostic and security related forensics. Serve as ISS lead liaison to Facilities Development & Operations to take steps for hardening the Enterprise Data Center in the Governmental Center. Implement and maintain the new Active Directory and Exchange infrastructure, including the support of enterprise . PERFORMANCE MEASURES FY Year Trend Target % trouble tickets resolved within SLA standards 95% n/a 95% 95% % work orders completed before requested production date 95% n/a 95% 95% % enterprise application availability 97% n/a 99% 99% C-157

9 PROGRAM: COMPUTING PLATFORMS FINANCIAL SUMMARY FINANCIAL & STAFFING SUMMARY FY 2007 Estimated REVENUES GENERATED Inter-Departmental Charges $11,000,381 $12,673,582 $11,562,850 $10,117,366 Grants 0 74,775 4,712 0 Other 1,923, ,452 1,229, ,602 TOTAL $12,923,757 $13,582,809 $12,797,211 $10,667,968 APPROPRIATIONS Personal Services $6,830,787 $7,468,257 $7,084,790 $6,806,305 Operating Expenses 4,488,246 5,856,620 4,675,492 5,135,813 Capital Outlay 47,411 85,622 85,026 9,281 Debt Service 265, , , ,588 Reserves 0 171, ,775 Transfers 538, TOTAL $12,170,493 $13,796,747 $12,059,896 $12,323,762 STAFFING Positions Full Time Equivalents (FTEs) Directory Services: ISS, in partnership with the County s Technical Architecture Committee (TAC) and Microsoft, has designed and is now implementing a consolidated Microsoft Active Directory infrastructure with a single enterprise directory and a single Exchange enterprise system. This project is a collaborative effort involving most of the agencies that use Active Directory. Establishing a single enterprise directory structure will heighten security, reduce complexity, and provide robust system integration capabilities. Collaboration and Content Management: The County recently entered into a Master Enterprise Software agreement with Microsoft Corporation. One component of this agreement is a product called SharePoint which was approved as the collaboration solution by the County s TAC for use by County agencies. SharePoint software enables a web site to provide document and information sharing, and provides templates for setting up a web site so that workgroups can share documents, calendars, announcements and postings. ISS is currently designing and implementing an online system for preparing and reviewing agenda items presented to the Board of County Commissioners. This project was undertaken as a pilot to assist in learning and deploying the SharePoint services. Server Consolidation: During the first phase of this project, ISS successfully consolidated its Microsoft/Intel infrastructure into a virtualized server system environment to reduce hardware maintenance costs, physical space, electrical, and air conditioning requirements. The next phase of this project will be to migrate the Novell server systems supporting file and print, , and e-directory services countywide to the Microsoft architecture, and to replace older application development servers. In order to provide greater reliability and higher bandwidth capabilities needed to support the County s explosive growth in data storage, an Enterprise Class Storage Director will also be installed to replace a number of small Storage Area Network (SAN) switches that support several business applications. Disaster Recovery: The recent interconnection of the County s fiber network to the Florida LambdaRail will enable ISS to consider establishing an offsite Disaster Recovery site in Tallahassee at the Northwest Florida Regional Data Center. This may significantly improve our Disaster Recovery capabilities while reducing program costs. C-158

10 PROGRAM: NETWORK SERVICES DEFINITION OF PROGRAMS AND SERVICES To provide reliable, responsive, survivable, and cost effective voice, video, and data communications services. Key responsibilities include: design, deployment and maintenance of enterprise voice and data networks; comprehensive security program to safeguard information; video conferencing/ streaming; wireless access to the County s network; radio engineering and frequency management; and provide the public with remote access to e-government applications. PROGRAM OBJECTIVES FOR Improve network reliability and survivability through expansion of the AT&T SmartRing and additional private fiber runs, and replace network devices for greater capacity, redundancy and performance criteria. Increase voice services functionality while reducing costs by fielding Voice over Internet Protocol (VoIP) at locations where PBX equipment is outdated and no longer supports the customer s needs. Coordinate ISS involvement in extending the County s fiber and wireless network to the PBC School Board and other governmental entities. Complete the migration of the Library s network to the County s Wide Area Network. Integrate the Traffic Division s separate fiber network into the County s Wide Area Network. Coordinate ISS support of the Palm Beach Wireless Task Force organized by Commissioner Mary McCarty. Enable employees, citizens and other governmental entities to access County data remotely from any major County facility via WiFi. PERFORMANCE MEASURES FY Year Trend Target % trouble tickets resolved within SLA standards % network availability % CSR s completed before requested production date 95% n/a 98% 98% 99.9% n/a 99% 99% n/a n/a 95% 95% C-159

11 PROGRAM: NETWORK SERVICES FINANCIAL SUMMARY FINANCIAL & STAFFING SUMMARY FY 2007 Estimated REVENUES GENERATED Inter-Departmental Charges $7,330,579 $7,116,183 $7,838,531 $6,264,486 Grants 0 41,986 3,195 0 Other 1,317, , , ,923 TOTAL $8,648,289 $7,716,711 $8,740,577 $6,695,409 APPROPRIATIONS Personal Services $3,312,394 $4,355,143 $4,056,226 $3,860,047 Operating Expenses 4,414,476 4,554,907 4,084,747 3,647,449 Capital Outlay 24,906 19,900 34,509 25,456 Reserves 0 112, ,691 Transfers 358, TOTAL $8,110,334 $9,042,457 $8,175,482 $7,630,643 STAFFING Positions Full Time Equivalents (FTEs) Judicial Voice Upgrades: This project is for the replacement of all currently installed 2006, 2008, and 2016 type telephone instruments associated with the Meridian Telephone system located at 200 N. Dixie Highway Judicial Centre Complex (JCC). The current telephone instruments installed on the Meridian system were originally installed with the systems in During calendar year 2004, the manufacturer discontinued production of these instruments and began offering the 3900 Series instruments as a replacement for the 2000 series sets. New 2000 series instruments are no longer available for procurement and all original telephone instruments that became defective have been replaced with refurbished instruments. Additional instruments requested via the Communication Work Order (CWO) process have been added; however, they are also refurbished instruments. The failure rate of the refurbished units is very high and often requires replacement multiple times in a relatively short period of time. Over 50% of the phones were replaced during FY 2007 and the remaining units will be replaced during FY Palm Beach Broadband: ISS has two major initiatives in progress with the Palm Beach Broadband task force headed by Commissioner McCarty. First we have partnered with the School District on several Digital Inclusion projects to provide Internet access to disadvantaged families in the vicinity of several schools. Secondly we are expanding the reach of the network and providing transport to several Municipalities as well as several school facilities. We are providing both interfacility transport as well as access to the Internet and the Florida LambdaRail for disaster recovery/business continuity. SmartRing/Fiber Availability: Network Services is working with AT&T on the design and implementation of AT&T s SmartRing as a high speed connection failover for certain County locations. This will allow for higher speeds and increased voice service redundancy than is normally provided via BellSouth leased service. Network Services is partnering with Traffic Operations to increase overall network availability on County owned fiber. C-160

12 PROGRAM: IT OPERATIONS DEFINITION OF PROGRAMS AND SERVICES To administer application services, computing platforms, network services, geographic information services, visual planning technologies, training and quality assurance. Primary Services include: administering Application Services, Computing Platform and Network Services Divisions; providing computer training and end user support to County employees; administering the Geographic Information System (GIS) Service Bureau to provide countywide geographic data, value-added data analysis, and overall coordination of the countywide GIS program; and providing quality assurance procedures to in-house development applications and technical services. PROGRAM OBJECTIVES FOR Expand training program to offer classes in the Microsoft Office products, provide training and implementation support for enterprise applications and coordinate technical training opportunities for ISS staff. Provide support to Countywide GIS in accomplishing the priorities identified in the GIS Policy Advisory Committee Visioning Retreat. The top priorities include sustainability, enterprise addressing, GIS data documentation, metadata management, technical innovation/lifecycle management, and developing web access for oblique images. Provide a technical platform for data sharing between each of the law enforcement agencies in Palm Beach County with a secure, user-friendly query tool application for accessing real-time crime information across jurisdictions. Monitoring activities to be able to integrate Palm Beach County s system with other agency, region and state law enforcement data sharing initiatives as they develop. Establishing a system for ongoing governance of the enterprise system. Extend the Application Services Quality Assurance to the Technical Services Division. PERFORMANCE MEASURES FY Year Trend Target Ratio of FTE trainers to end users trained 1:326 n/a n/a 1:400 C-161

13 PROGRAM: IT OPERATIONS FINANCIAL SUMMARY FINANCIAL & STAFFING SUMMARY FY 2007 Estimated REVENUES GENERATED Inter-Departmental Charges $0 $0 $0 $928,037 Grants Other ,505 TOTAL $0 $0 $0 $978,542 APPROPRIATIONS Personal Services $0 $0 $0 $1,018,298 Operating Expenses ,494 Capital Outlay Reserves ,472 TOTAL $0 $0 $0 $1,130,423 STAFFING Positions Full Time Equivalents (FTEs) Training: With the migration to Microsoft Outlook 2007 as the new enterprise system, the Countywide upgrade to Microsoft Office 2007 and the planned introduction of a number of in-house developed enterprise applications, the training program is challenged to develop a broad new curriculum to provide users with the skills required to competently utilize these software products. This training will range from the traditional hand-on classes to computer-based training for self learning. The staff will also explore opportunities to host technical training classes on-site in order to provide training to a larger audience in a cost effective manner. GIS: In order to meet priorities set forth by the GIS- PAC, the GIS Service Bureau will be required to accomplish the following: acquire and train staff to support system sustainability; complete the data correction of addresses within Palm Beach County; implement an Enterprise Addressing system in order to maintain and update countywide addresses as change occurs within the County; enhance the availability of GIS data and documentation; and develop a web application for access to oblique imagery. Quality Assurance: The Quality Assurance process will be extended to the Technical Services Division by documenting operating procedures and defining processes to verify observance of those procedures. VPT/LEX: Phase II of the Visual Planning Technologies/Law Enforcement Exchange (VPT/LEX) System will be completed during. This phase will integrate additional municipal police agencies and data sources into the base application, update the hardware environment, and add new functionality to the application. Simultaneously, organization building activities are underway for establishing system governance, policies and procedures, pursuing long-term funding, overseeing the countywide implementation, and assessing integration with other agency, region and state data sharing initiatives. C-162