97-312� .. �� i � d �
, � t: S �� $
�3
t,� p}��'k,✓` 3 3��'J 1� l!"
OF
Presented By:
Referred To:
Whereas, as part oT.the 1997
Council File #
Green Sheet #
Committee: Date
the City Council placed Ne erttire Outlget Por Txhnology Initiatives into co�fingency, antl
�33 � 1 �--
3b
Whereas, Me Director of the Departmeirt of T¢thnology and Manageme�rt Services, a�x! the Manager of Infortnation Services have dxumentetl goals, specific
short tertn tasks, and evaluation crReria, in a work plan sharetl with Cauncil Members, antl
VYhereas, the Wndi(g for the Techtrology Initiatives, placed in co��e�y, is plannetl for use on projects crucial forthe achievemeM of Uese documeMed
goals ana tasks, antl to the success of this work pian; far pmjects critical to estaGlishing and mainffiini�g the emiranmeM necessary for deparhnents to
successfuliy appy technoiogy; and for projects that atltlreu needs iortechnology W a city vnde naWre that have been historiwlry untler fundetl because of
the past emphasis on department by tlepartneM neetls, aml
Whereas, the plannetl use of the wndngency tunds on projecfs of a City witle imporiance vrould enhance Me City°s intemal nehvork, improve the appropriaM
access to the City's corpotate iMormation, esta6fish a C"rty employee technology help desk st2tegy, and pmvide for tra7ning for the City's techniwi staff,
aM
Whereas, release of Me cun6ngency nowwiti give the IS slaff the resources M appty and fime to begin W work on many of Ne work pian issks prior ta the
City Council's evaluation of the IS reorganization mitl year, aml
Whereas, the Mayory pursuant W Section 10.07.1 and 10,07.4 of the City Charter, recommends the following changes to the 1987 Adopted BudgM
for the CYy of SaiM Paul:
CURRENTBUDGET CHANGES AMENDEOBUDGET
a:
GENERAL PUNO (Trensfer)
TRANSFERFROM:
Geneml GovernmeM Aecourks
Generel Contingent Reserve
001-09066-0598 Contingency
ToWI hansfer From
TRANSFERTO:
Tech�wlogy and Management5ervices
001-01120-0856 Technology Initiatives InvestmenGs
TMaI TransFerTo
Generel Fund Net Change Becaase M Transfer
400,000 (400,OU0)
(AOU,ODU)
400,000 d00,000
aoo,000
Then, therefore, 6e it resolved, thattfle City Council authorizes establishing this activity and approves these changes to the 1997 budget
Requested by Department of:
Adopted by Council: Date ��),,� 3C�\q °1 "�
Adoption Certified by Council Secretary:
Technology and Management Services
Bv U Y � 4�n� V�
Approval Recommended by Budget Director:
By:
Form
1-'� T ' 'VvV V v `
B � � � ,
-- � Apprwe by Mayor for Submissio� to Council:
Approved by Mayor: Date �r� �5 'Y � q,/
q> (^l By: �[�( �
gY� ��o��V �C�._. SsiMPauIBW9M�ce(KlineH.WSE.�BUOGETDEPTS�FINANGE1133W1120RESNM62/2l/9�
!
and
Svs. 1 3-5-97
FOit
TOTAL # OF SiGNATURE PAGES
a't -- 3 �i �-
GREEN SHEET �° 3 3 8 0 6
INITIpUDATE INRIAUDATE
DEPAFTMEM�IflECfOfi OCRYCAUNCR
C�fTYATTORNEY O C[TYCLEftK
SqWET dR£C(OFi� � FIN. & MGT. SEflVICE3 DIP,
MAYOR(ORASSISTA �
(CUP AlL IOCATIONS FOR 51GNATUR�
Release of $400,00� Technology Znitiatives funding frQm�contgn�ency
�
_ PUNNING CAMMISSION _ CIVII SERVICE COMMISSION
_CIBCOMMfTfEE _
_ STAFF _
_ DI5TRICT CAUHT _
SUPPORTS WH1CH CAUNCII O&IECTIVE�
(See attached memo)
IFAPPROVED:
(See attached memo)
�'::a'�i:'�r'�rua � i'�`,.. �., , Y . �V'$�:4s'cc+�
' �[{i'1 , a �.�. `-� e7J
None
(See attached memo)
PEHSONAL SERYICE CONTRACTS MUST ANSWEH THE FOLLOWING OUESTIONS:
7. Fias this person/f"rcm ever worked under a comract for this tleparfineM? -
YES NO
2. Hes this perspnffirm ever been a city employBe?
YES NO
3. Does this personlfirm-possess a skill not normally possessed by any current city employee?
YES NO
Explatn all yea anawers on separate sheM anC atYach to green ahaet
����.�� �����
!�� � � ���
�
j=_
':v
I .
TOTAL AMOUNT OF 7RANSACTfON $ � OOQ COSTlHEVENUE BUDGETED (CIRCLE ONE) YES NO
=UNDIfdGSOURCE General Contingent ReSeT'V2 ACTIViTYNUMBER 0�1-�40b6-0548
'INANCIAL INFORMATION: (E%PLAIN)
Transfer funds from above to Technology Initiatives Investments 001-01120-0856
DEPARTMENT OF FINANCE AND I�
CTTY OF SAINT PAUL
Norm Coleptm�, Mayar
To:
From:
Date:
Re:
Counciimembers
Martha Larson �'
Cindy M an
Joe Rei
March 5, 1997
IS Budget - 1997 Contingency Items
MANAGEMENT SERVICES
Murrha Larson, Direcror
290 Gry Rolt Tekphone: 612-2668797
25 W. Sellagg Boulevard Facsimite: 612-266-8929
Sairu P¢u1, Minnesota 55102
in your hearings on the 1997 budget, you placed haif of the IS division's operating
budget and the entire Technology lnitiatives Fund into Council contingency. We
understood that this was to afford the Council an opportunity to review the
achievements of the restructured IS organization and to ensure that the benefits
we promoted as the reasons for this reorganization are actually being delivered.
We welcome the chance to have you examine what we have accomplished, and to
be held accountabte for accomplishing the our goals we set out.
IS Operating Budget
i"o heip us ensure that we are focused on the things you expect to evaluate, we
have prepared the following goals and specific short-term tasks to accompiish
those goals. These goals are consistent with the objectives and strategic direction
we described to you when we brieted you on the IS reorganization during the
budget hearings. We anticipate that the specific tasks detailed as part of these
goals will be completed within the first half of 1997. With any revisions or additions
you may consider necessary, we would then pian to report back to you on our
progress against this workplan in the May-June 1997 timeframe. This wifl allow
sufficient time for your review and discussion, and for us to react to your
assessments, without unduly jeopardizing our financing for the second haif of the
year.
Please keep in mind that these tasks are short-term evaluation criteria. The goals
we have identified reflect some very profound changes that we'd like to effect in
how the City views and applies technology. Some changes will take many months �� _^� l,�"
to implement and the fuil benefits derived from an individual change may not be
immediately measurable. So, please consider evaluating our progress this spring
as the first of a series of assessments, and that we are evolving and impraving
based on the lessons we leam as we move forward.
GOAL 1: Define the information services responsibilities of the new IS
and Departments and Offices.
SPECIFIC TASKS:
Work with Departments and offices to create customized service agreements
that define IS expectations, the responsibilities of IS and the responsibilities of
the DepartmenUOffice
Establish IS priorities and workplans based on the initiatives identified in the
1997 IS budget and the service agreements
Maintain good customer relations and seek feedback through a Department or
Office designated liaison
GOAL 2: Develop a City-wide network that is accessibie,
secure, effective and reliable.
SPECiFIC TASKS:
Develop a network security policy for the City
Develop a firewall approach and implementation plan, consistent with the City's
security policy
Develop a Citywide strategy for providing remote access to City systems, for City
staff
GOAL 3: Establish the process and principles for providing
professionai technical assistance to City IS customers that is
efficient, timely and cost effective.
SPECIFIC TASKS:
• Assemble a group of core and departmental technical staff to develop a
centralized customer services strategy
• Evaluate and select an appropriate help desk solution, associated tools and
begin to address staffing requirements
• Define a strategy for assessing customer satisfaction; conduct a follow-up to the
customer service survey done last July
• Conduct a customer service training session for all empioyees in the tS division
GOAL 4: Develop a strategy to eliminate risk of losing critical
data and standardize backup and recovery operations
throughout the City
2
SPECIFIC 7ASKS:
� Inventory current backup services pertormed throughout the City �� 31 �
• Assess the weaknesses and strengths of the current backup practices
� Assemble a group of core and departmental technica{ staff to begin assessment
of city-wide disaster plans and procedures
• Conduct a pilot project which converts an existing application to a more
accessible format
GOAL 5: Create a secure, stable and timely electronic mail
environment
SPECIFIC TASKS:
• Complete impiementation of current GroupWise appiication
• Assemble a group of core and departmental technical staff to assess the
strengths and limitations of the current system within the City
• Establish and maintain accurate, integrated address book
• Provide ongoing electronic mail maintenance
GOAL 6: Develop a consistent approach for co{lecting,
retrieving and maintaining corporate data
SPECIFIC TASKS:
• Conduct a pilot project which converts an existing application to a more
accessibie format
• Develop a City intranet
• Define the current GIS environment in the City and provide recommendatrions
that promote cost effective use of this technology
• Develop a strategy for making information accessible to the citizens of St. Paul;
examine the feasibifity of public kiosks
GOAL 7: Depioy the appropriate level of computing technoiogy
to each desktop and workgroup ta ensure that all City staff have
the proper too{s to accompiish their jobs.
SPECIFiC TASKS:
• Establish and maintain an accurate Citywide inventory of desktop computing
hardware and software,
• Gather information on software licenses Citywide and utilize volume purchasing
where possibfe.
• Reviewroptions for desktop application software and establish a corporate
preference.
• Initiate and complete the 1997 PG Repiacement program.
• instali and use virus scanning software at the desktop and server.
• Develop a procedure to ensure that virus update files are installed at the server
and client on ali of the City's networks.
��-
GOAt 8: Lay the foundation for a positive, professional work a� "�
environment in which technical employees feef supported,
respected, challenged and enthusiastic about their job.
SPECIFIC TASKS:
• Establish the processes for communicating with staff on a regular basis to
support workfoad management and ensure open dialog between managers and
staff
• Develop a pe�formance evafuation process that supports the professional and
technicai development of staff
• Establish a formai training plan for each technicai employee that enabies them to
accomplish their current job responsibilities as weii as enhance their
professionai career growth
Technology Initiatives Fund
The Technology Initiatives Fund is a separate general government account that
was newly established for 1997, distinct from the operating budget for the IS
organization. This account contains funding for specific technology infrastructure
projects. These projects are critical to establishing and maintaining a healthy
environment necessary for the departments to app{y technology successfully to
achieve their strategic objectives. In some respects, these projects also address
Citywide infrastructure needs that have historicafly been under funded, due to the
emphasis on budgeting for technology primarily on a department-by-department
basis.
Although this fund is not part of the IS organization operating budget, the projects
it covers are crucial to IS' ability to achieve the goals we set forth at the beginning
of this memo. More importantly, these are projects that will have significant value
to all technology users (and the customers, citizens and others they serve) across
the City. Our need for, a�d ability to complete, these projects is not tied to our new
IS organizational structure. Therefore, we wouid ask that the Cauncii not wait to
release the Technology tnitiatives Funds untii the previousiy-discussed mid-year
evaluation of our results is comptete. Rather, we urge the Councii to reiease the
funds in this account from contingency as soon as possible - so that we can begin
impiementing these projects and delivering the benefits to City technology users.
The foliowing describes the four major technofogy projects covered by this fund in
1997.
Project #1 - Enhancing the City's Internal Network
We presently experience network performance probiems, including slow data
transmission and response times, and network downtime. These performance
issues hurt users' productivity and require significantly more support. There are
Gf
City employees who cannot access the network, which restricts their productivity ��—
and ability to share information electronically with other City staff. We also need �� "�
to establish the appropriate security and remote access structures, to ensure that
we properly control who has access to City systems and informatian and prevent
unauthorized penetration - especially through the Internet.
This project entails the completion of our internal City network and resolution of
severa! long-term network architecture issues. This project also includes
establishing and implementing a remote access strategy and "firewall", which
prevents unauthorized access from the Internet. The funds wili be used for
specific hardware and software appiications, and a limited amount ofi consuiting
assistance primarily for highiy technicaf network design and impiementation tasks.
Project #2 - Improving Access to Corporate Information
The City's existing array of systems - some corporate, like the finance or payroll
systems, and some department-specific, like Public Works' GIS - contain
information useful to many users (salary rates, account balances, location of City
infrastructure like sewer lines or fire hydrants). To access data now, most users
must have direct access to the application or receive periodic extracts of the
required information. Technical architecture issues make it complex or impossible
for large numbers of users to do this. Moreover, security and training constraints
may make it unwise or impractical to allow this kind af access. One outcome of
this di►emma has been the development of parallei systems in multiple
departments, which store the same pieces of information {sometimes referred to as
"si�os" or "stovepipes"). This is ineificient and creates inconsistent data, and st+il
does not make ihe information availabie io aii who need it in their day to day jobs.
We intend to take advantage of new technology to provide more authorized users
with access to a greater array of data from the City's core systems. Our efforts will
focus on the deveiopment of a City intranet and use ofi "browser" software to
access this information. Working with individuai departments, we wiii identify the
most commonly-requested types of information and extract it from the proprietary
"silo" systems and store it in a database. Users wiii be able to access and work
with this data using the same toois that they use to obtain information on the
Internet (with the point and click, drili-down features they are familiar with). This
permits broader access to data in a secure fashion, and creates a commo� "front
end" for City users that is simpfe and consistent for accessing a wide range of
information.
This project also replaces the City's existing Internet access mechanism - a link
through Ramsey County - with an independent, better performing connection for
the City, possibly using a local third-party access provider. Until now, we have not
been charged for our connection through Ramsey County; however, the current
link is not as reliabfe as we'd like, and limits our ability to expand the use of the
Internet for various types of information and service delivery.
Project #3 - Help Desk Strategy
a� "
U�tii naw, the City's approach to providing common desktop support services has
been inconsistent, Some departments have met those needs with internai
resources, others used contractors from time to time, and others relied on support
provided by the former CIS division of the Finance Department. This created
redundancy in those functions and did not aiways generate the highest level ot
service for the end users. To put this into perspective, some estimates show that
60-70% of IS staff time is spent assisting users and supporting the present
network and hardware infrastructure in the City.
We intend to create a Gitywide heip desk function - similar in some respects to the
Public Works help desk - that wiil handie network, software, and hardware
probiems in a reliable, efficient and service-oriented manner. This heip desk
strategy also creates a backup for those departments who rely on their internal IS
staff to address those kinds of problems, when their primary IS staff are absent or
tied up with other responsibilities. To set up this help desk, we will acquire
software and additional telephone equipment to ensure that calls for assistance
are logged and directed to the appropriate technical staff, and to ensure that those
staff can be readily contacted. An added benefit of being able to log and monitor
the status of requests for assistance is the ability to analyze those caiis for trends,
and to save the "fixes" so that when similar problems occur in the future, staff don't
need to "reinvent the wheel" to soive them.
Project # 4- Technical Staff Training
The City's decentralized approach to providing IS siaff created some
inconsistencies and inequities in training for those staff. Some departments had
insu�cient resources to provide even minimal {evels of training; others provided
technicaf training to staff that may not have been immediately relevant or value-
added to the operations of the department, or was redundant with training provided
to staff in other departments. For the City as a whole, there was no common
training strategy which ensured that the City had the appropriate leveis of skiils in
high-demand areas.
Yet, training for IS staff is essential in an environment that changes very rapidiy,
with the introductions of new technology and with increasingly sophisticated end
users. Training is also a key factor in maintaining high mora{e within the IS staff
ranks; it aflows them to keep their skiiis current and to broaden their expertise.
Coupled with the appropriate assignments which permit "on the job" skilis
development and application of formal classroom learning, training is an important
tooi for helping the !S staff understand and work within the City's broad technicai
strategy and allowing them to share knowledge and leverage their skills to the
fuilest e�ent.
This project aliows us to step up the level of training provided to IS staff across the
6
City, and to create a Citywide training pian that ensures that the right peop{e get �l�
the right training to allow them to most effectively meet their customers' needs. It f�� -
also allows us to maximize savings from vofume purchasing and other techniques.
Conclusion
We hope that this memo provides sufficient justification for releasing the entire
$400,000 in Technoiogy Initiatives Funding, and sets forth a framework by which
the Councii wili conduct its mid-year review of the performance of the new IS
organization. We wouid be pleased to discuss the contents of this mema in more
detail with any of you individually, or make a presentation for discussion by the
Council as a whole in an upcoming meeting.
7
� .. �� i � d �
, � t: S �� $
�3
t,� p}��'k,✓` 3 3��'J 1� l!"
OF
Presented By:
Referred To:
Whereas, as part oT.the 1997
Council File #
Green Sheet #
Committee: Date
the City Council placed Ne erttire Outlget Por Txhnology Initiatives into co�fingency, antl
�33 � 1 �--
3b
Whereas, Me Director of the Departmeirt of T¢thnology and Manageme�rt Services, a�x! the Manager of Infortnation Services have dxumentetl goals, specific
short tertn tasks, and evaluation crReria, in a work plan sharetl with Cauncil Members, antl
VYhereas, the Wndi(g for the Techtrology Initiatives, placed in co��e�y, is plannetl for use on projects crucial forthe achievemeM of Uese documeMed
goals ana tasks, antl to the success of this work pian; far pmjects critical to estaGlishing and mainffiini�g the emiranmeM necessary for deparhnents to
successfuliy appy technoiogy; and for projects that atltlreu needs iortechnology W a city vnde naWre that have been historiwlry untler fundetl because of
the past emphasis on department by tlepartneM neetls, aml
Whereas, the plannetl use of the wndngency tunds on projecfs of a City witle imporiance vrould enhance Me City°s intemal nehvork, improve the appropriaM
access to the City's corpotate iMormation, esta6fish a C"rty employee technology help desk st2tegy, and pmvide for tra7ning for the City's techniwi staff,
aM
Whereas, release of Me cun6ngency nowwiti give the IS slaff the resources M appty and fime to begin W work on many of Ne work pian issks prior ta the
City Council's evaluation of the IS reorganization mitl year, aml
Whereas, the Mayory pursuant W Section 10.07.1 and 10,07.4 of the City Charter, recommends the following changes to the 1987 Adopted BudgM
for the CYy of SaiM Paul:
CURRENTBUDGET CHANGES AMENDEOBUDGET
a:
GENERAL PUNO (Trensfer)
TRANSFERFROM:
Geneml GovernmeM Aecourks
Generel Contingent Reserve
001-09066-0598 Contingency
ToWI hansfer From
TRANSFERTO:
Tech�wlogy and Management5ervices
001-01120-0856 Technology Initiatives InvestmenGs
TMaI TransFerTo
Generel Fund Net Change Becaase M Transfer
400,000 (400,OU0)
(AOU,ODU)
400,000 d00,000
aoo,000
Then, therefore, 6e it resolved, thattfle City Council authorizes establishing this activity and approves these changes to the 1997 budget
Requested by Department of:
Adopted by Council: Date ��),,� 3C�\q °1 "�
Adoption Certified by Council Secretary:
Technology and Management Services
Bv U Y � 4�n� V�
Approval Recommended by Budget Director:
By:
Form
1-'� T ' 'VvV V v `
B � � � ,
-- � Apprwe by Mayor for Submissio� to Council:
Approved by Mayor: Date �r� �5 'Y � q,/
q> (^l By: �[�( �
gY� ��o��V �C�._. SsiMPauIBW9M�ce(KlineH.WSE.�BUOGETDEPTS�FINANGE1133W1120RESNM62/2l/9�
!
and
Svs. 1 3-5-97
FOit
TOTAL # OF SiGNATURE PAGES
a't -- 3 �i �-
GREEN SHEET �° 3 3 8 0 6
INITIpUDATE INRIAUDATE
DEPAFTMEM�IflECfOfi OCRYCAUNCR
C�fTYATTORNEY O C[TYCLEftK
SqWET dR£C(OFi� � FIN. & MGT. SEflVICE3 DIP,
MAYOR(ORASSISTA �
(CUP AlL IOCATIONS FOR 51GNATUR�
Release of $400,00� Technology Znitiatives funding frQm�contgn�ency
�
_ PUNNING CAMMISSION _ CIVII SERVICE COMMISSION
_CIBCOMMfTfEE _
_ STAFF _
_ DI5TRICT CAUHT _
SUPPORTS WH1CH CAUNCII O&IECTIVE�
(See attached memo)
IFAPPROVED:
(See attached memo)
�'::a'�i:'�r'�rua � i'�`,.. �., , Y . �V'$�:4s'cc+�
' �[{i'1 , a �.�. `-� e7J
None
(See attached memo)
PEHSONAL SERYICE CONTRACTS MUST ANSWEH THE FOLLOWING OUESTIONS:
7. Fias this person/f"rcm ever worked under a comract for this tleparfineM? -
YES NO
2. Hes this perspnffirm ever been a city employBe?
YES NO
3. Does this personlfirm-possess a skill not normally possessed by any current city employee?
YES NO
Explatn all yea anawers on separate sheM anC atYach to green ahaet
����.�� �����
!�� � � ���
�
j=_
':v
I .
TOTAL AMOUNT OF 7RANSACTfON $ � OOQ COSTlHEVENUE BUDGETED (CIRCLE ONE) YES NO
=UNDIfdGSOURCE General Contingent ReSeT'V2 ACTIViTYNUMBER 0�1-�40b6-0548
'INANCIAL INFORMATION: (E%PLAIN)
Transfer funds from above to Technology Initiatives Investments 001-01120-0856
DEPARTMENT OF FINANCE AND I�
CTTY OF SAINT PAUL
Norm Coleptm�, Mayar
To:
From:
Date:
Re:
Counciimembers
Martha Larson �'
Cindy M an
Joe Rei
March 5, 1997
IS Budget - 1997 Contingency Items
MANAGEMENT SERVICES
Murrha Larson, Direcror
290 Gry Rolt Tekphone: 612-2668797
25 W. Sellagg Boulevard Facsimite: 612-266-8929
Sairu P¢u1, Minnesota 55102
in your hearings on the 1997 budget, you placed haif of the IS division's operating
budget and the entire Technology lnitiatives Fund into Council contingency. We
understood that this was to afford the Council an opportunity to review the
achievements of the restructured IS organization and to ensure that the benefits
we promoted as the reasons for this reorganization are actually being delivered.
We welcome the chance to have you examine what we have accomplished, and to
be held accountabte for accomplishing the our goals we set out.
IS Operating Budget
i"o heip us ensure that we are focused on the things you expect to evaluate, we
have prepared the following goals and specific short-term tasks to accompiish
those goals. These goals are consistent with the objectives and strategic direction
we described to you when we brieted you on the IS reorganization during the
budget hearings. We anticipate that the specific tasks detailed as part of these
goals will be completed within the first half of 1997. With any revisions or additions
you may consider necessary, we would then pian to report back to you on our
progress against this workplan in the May-June 1997 timeframe. This wifl allow
sufficient time for your review and discussion, and for us to react to your
assessments, without unduly jeopardizing our financing for the second haif of the
year.
Please keep in mind that these tasks are short-term evaluation criteria. The goals
we have identified reflect some very profound changes that we'd like to effect in
how the City views and applies technology. Some changes will take many months �� _^� l,�"
to implement and the fuil benefits derived from an individual change may not be
immediately measurable. So, please consider evaluating our progress this spring
as the first of a series of assessments, and that we are evolving and impraving
based on the lessons we leam as we move forward.
GOAL 1: Define the information services responsibilities of the new IS
and Departments and Offices.
SPECIFIC TASKS:
Work with Departments and offices to create customized service agreements
that define IS expectations, the responsibilities of IS and the responsibilities of
the DepartmenUOffice
Establish IS priorities and workplans based on the initiatives identified in the
1997 IS budget and the service agreements
Maintain good customer relations and seek feedback through a Department or
Office designated liaison
GOAL 2: Develop a City-wide network that is accessibie,
secure, effective and reliable.
SPECiFIC TASKS:
Develop a network security policy for the City
Develop a firewall approach and implementation plan, consistent with the City's
security policy
Develop a Citywide strategy for providing remote access to City systems, for City
staff
GOAL 3: Establish the process and principles for providing
professionai technical assistance to City IS customers that is
efficient, timely and cost effective.
SPECIFIC TASKS:
• Assemble a group of core and departmental technical staff to develop a
centralized customer services strategy
• Evaluate and select an appropriate help desk solution, associated tools and
begin to address staffing requirements
• Define a strategy for assessing customer satisfaction; conduct a follow-up to the
customer service survey done last July
• Conduct a customer service training session for all empioyees in the tS division
GOAL 4: Develop a strategy to eliminate risk of losing critical
data and standardize backup and recovery operations
throughout the City
2
SPECIFIC 7ASKS:
� Inventory current backup services pertormed throughout the City �� 31 �
• Assess the weaknesses and strengths of the current backup practices
� Assemble a group of core and departmental technica{ staff to begin assessment
of city-wide disaster plans and procedures
• Conduct a pilot project which converts an existing application to a more
accessible format
GOAL 5: Create a secure, stable and timely electronic mail
environment
SPECIFIC TASKS:
• Complete impiementation of current GroupWise appiication
• Assemble a group of core and departmental technical staff to assess the
strengths and limitations of the current system within the City
• Establish and maintain accurate, integrated address book
• Provide ongoing electronic mail maintenance
GOAL 6: Develop a consistent approach for co{lecting,
retrieving and maintaining corporate data
SPECIFIC TASKS:
• Conduct a pilot project which converts an existing application to a more
accessibie format
• Develop a City intranet
• Define the current GIS environment in the City and provide recommendatrions
that promote cost effective use of this technology
• Develop a strategy for making information accessible to the citizens of St. Paul;
examine the feasibifity of public kiosks
GOAL 7: Depioy the appropriate level of computing technoiogy
to each desktop and workgroup ta ensure that all City staff have
the proper too{s to accompiish their jobs.
SPECIFiC TASKS:
• Establish and maintain an accurate Citywide inventory of desktop computing
hardware and software,
• Gather information on software licenses Citywide and utilize volume purchasing
where possibfe.
• Reviewroptions for desktop application software and establish a corporate
preference.
• Initiate and complete the 1997 PG Repiacement program.
• instali and use virus scanning software at the desktop and server.
• Develop a procedure to ensure that virus update files are installed at the server
and client on ali of the City's networks.
��-
GOAt 8: Lay the foundation for a positive, professional work a� "�
environment in which technical employees feef supported,
respected, challenged and enthusiastic about their job.
SPECIFIC TASKS:
• Establish the processes for communicating with staff on a regular basis to
support workfoad management and ensure open dialog between managers and
staff
• Develop a pe�formance evafuation process that supports the professional and
technicai development of staff
• Establish a formai training plan for each technicai employee that enabies them to
accomplish their current job responsibilities as weii as enhance their
professionai career growth
Technology Initiatives Fund
The Technology Initiatives Fund is a separate general government account that
was newly established for 1997, distinct from the operating budget for the IS
organization. This account contains funding for specific technology infrastructure
projects. These projects are critical to establishing and maintaining a healthy
environment necessary for the departments to app{y technology successfully to
achieve their strategic objectives. In some respects, these projects also address
Citywide infrastructure needs that have historicafly been under funded, due to the
emphasis on budgeting for technology primarily on a department-by-department
basis.
Although this fund is not part of the IS organization operating budget, the projects
it covers are crucial to IS' ability to achieve the goals we set forth at the beginning
of this memo. More importantly, these are projects that will have significant value
to all technology users (and the customers, citizens and others they serve) across
the City. Our need for, a�d ability to complete, these projects is not tied to our new
IS organizational structure. Therefore, we wouid ask that the Cauncii not wait to
release the Technology tnitiatives Funds untii the previousiy-discussed mid-year
evaluation of our results is comptete. Rather, we urge the Councii to reiease the
funds in this account from contingency as soon as possible - so that we can begin
impiementing these projects and delivering the benefits to City technology users.
The foliowing describes the four major technofogy projects covered by this fund in
1997.
Project #1 - Enhancing the City's Internal Network
We presently experience network performance probiems, including slow data
transmission and response times, and network downtime. These performance
issues hurt users' productivity and require significantly more support. There are
Gf
City employees who cannot access the network, which restricts their productivity ��—
and ability to share information electronically with other City staff. We also need �� "�
to establish the appropriate security and remote access structures, to ensure that
we properly control who has access to City systems and informatian and prevent
unauthorized penetration - especially through the Internet.
This project entails the completion of our internal City network and resolution of
severa! long-term network architecture issues. This project also includes
establishing and implementing a remote access strategy and "firewall", which
prevents unauthorized access from the Internet. The funds wili be used for
specific hardware and software appiications, and a limited amount ofi consuiting
assistance primarily for highiy technicaf network design and impiementation tasks.
Project #2 - Improving Access to Corporate Information
The City's existing array of systems - some corporate, like the finance or payroll
systems, and some department-specific, like Public Works' GIS - contain
information useful to many users (salary rates, account balances, location of City
infrastructure like sewer lines or fire hydrants). To access data now, most users
must have direct access to the application or receive periodic extracts of the
required information. Technical architecture issues make it complex or impossible
for large numbers of users to do this. Moreover, security and training constraints
may make it unwise or impractical to allow this kind af access. One outcome of
this di►emma has been the development of parallei systems in multiple
departments, which store the same pieces of information {sometimes referred to as
"si�os" or "stovepipes"). This is ineificient and creates inconsistent data, and st+il
does not make ihe information availabie io aii who need it in their day to day jobs.
We intend to take advantage of new technology to provide more authorized users
with access to a greater array of data from the City's core systems. Our efforts will
focus on the deveiopment of a City intranet and use ofi "browser" software to
access this information. Working with individuai departments, we wiii identify the
most commonly-requested types of information and extract it from the proprietary
"silo" systems and store it in a database. Users wiii be able to access and work
with this data using the same toois that they use to obtain information on the
Internet (with the point and click, drili-down features they are familiar with). This
permits broader access to data in a secure fashion, and creates a commo� "front
end" for City users that is simpfe and consistent for accessing a wide range of
information.
This project also replaces the City's existing Internet access mechanism - a link
through Ramsey County - with an independent, better performing connection for
the City, possibly using a local third-party access provider. Until now, we have not
been charged for our connection through Ramsey County; however, the current
link is not as reliabfe as we'd like, and limits our ability to expand the use of the
Internet for various types of information and service delivery.
Project #3 - Help Desk Strategy
a� "
U�tii naw, the City's approach to providing common desktop support services has
been inconsistent, Some departments have met those needs with internai
resources, others used contractors from time to time, and others relied on support
provided by the former CIS division of the Finance Department. This created
redundancy in those functions and did not aiways generate the highest level ot
service for the end users. To put this into perspective, some estimates show that
60-70% of IS staff time is spent assisting users and supporting the present
network and hardware infrastructure in the City.
We intend to create a Gitywide heip desk function - similar in some respects to the
Public Works help desk - that wiil handie network, software, and hardware
probiems in a reliable, efficient and service-oriented manner. This heip desk
strategy also creates a backup for those departments who rely on their internal IS
staff to address those kinds of problems, when their primary IS staff are absent or
tied up with other responsibilities. To set up this help desk, we will acquire
software and additional telephone equipment to ensure that calls for assistance
are logged and directed to the appropriate technical staff, and to ensure that those
staff can be readily contacted. An added benefit of being able to log and monitor
the status of requests for assistance is the ability to analyze those caiis for trends,
and to save the "fixes" so that when similar problems occur in the future, staff don't
need to "reinvent the wheel" to soive them.
Project # 4- Technical Staff Training
The City's decentralized approach to providing IS siaff created some
inconsistencies and inequities in training for those staff. Some departments had
insu�cient resources to provide even minimal {evels of training; others provided
technicaf training to staff that may not have been immediately relevant or value-
added to the operations of the department, or was redundant with training provided
to staff in other departments. For the City as a whole, there was no common
training strategy which ensured that the City had the appropriate leveis of skiils in
high-demand areas.
Yet, training for IS staff is essential in an environment that changes very rapidiy,
with the introductions of new technology and with increasingly sophisticated end
users. Training is also a key factor in maintaining high mora{e within the IS staff
ranks; it aflows them to keep their skiiis current and to broaden their expertise.
Coupled with the appropriate assignments which permit "on the job" skilis
development and application of formal classroom learning, training is an important
tooi for helping the !S staff understand and work within the City's broad technicai
strategy and allowing them to share knowledge and leverage their skills to the
fuilest e�ent.
This project aliows us to step up the level of training provided to IS staff across the
6
City, and to create a Citywide training pian that ensures that the right peop{e get �l�
the right training to allow them to most effectively meet their customers' needs. It f�� -
also allows us to maximize savings from vofume purchasing and other techniques.
Conclusion
We hope that this memo provides sufficient justification for releasing the entire
$400,000 in Technoiogy Initiatives Funding, and sets forth a framework by which
the Councii wili conduct its mid-year review of the performance of the new IS
organization. We wouid be pleased to discuss the contents of this mema in more
detail with any of you individually, or make a presentation for discussion by the
Council as a whole in an upcoming meeting.
7
� .. �� i � d �
, � t: S �� $
�3
t,� p}��'k,✓` 3 3��'J 1� l!"
OF
Presented By:
Referred To:
Whereas, as part oT.the 1997
Council File #
Green Sheet #
Committee: Date
the City Council placed Ne erttire Outlget Por Txhnology Initiatives into co�fingency, antl
�33 � 1 �--
3b
Whereas, Me Director of the Departmeirt of T¢thnology and Manageme�rt Services, a�x! the Manager of Infortnation Services have dxumentetl goals, specific
short tertn tasks, and evaluation crReria, in a work plan sharetl with Cauncil Members, antl
VYhereas, the Wndi(g for the Techtrology Initiatives, placed in co��e�y, is plannetl for use on projects crucial forthe achievemeM of Uese documeMed
goals ana tasks, antl to the success of this work pian; far pmjects critical to estaGlishing and mainffiini�g the emiranmeM necessary for deparhnents to
successfuliy appy technoiogy; and for projects that atltlreu needs iortechnology W a city vnde naWre that have been historiwlry untler fundetl because of
the past emphasis on department by tlepartneM neetls, aml
Whereas, the plannetl use of the wndngency tunds on projecfs of a City witle imporiance vrould enhance Me City°s intemal nehvork, improve the appropriaM
access to the City's corpotate iMormation, esta6fish a C"rty employee technology help desk st2tegy, and pmvide for tra7ning for the City's techniwi staff,
aM
Whereas, release of Me cun6ngency nowwiti give the IS slaff the resources M appty and fime to begin W work on many of Ne work pian issks prior ta the
City Council's evaluation of the IS reorganization mitl year, aml
Whereas, the Mayory pursuant W Section 10.07.1 and 10,07.4 of the City Charter, recommends the following changes to the 1987 Adopted BudgM
for the CYy of SaiM Paul:
CURRENTBUDGET CHANGES AMENDEOBUDGET
a:
GENERAL PUNO (Trensfer)
TRANSFERFROM:
Geneml GovernmeM Aecourks
Generel Contingent Reserve
001-09066-0598 Contingency
ToWI hansfer From
TRANSFERTO:
Tech�wlogy and Management5ervices
001-01120-0856 Technology Initiatives InvestmenGs
TMaI TransFerTo
Generel Fund Net Change Becaase M Transfer
400,000 (400,OU0)
(AOU,ODU)
400,000 d00,000
aoo,000
Then, therefore, 6e it resolved, thattfle City Council authorizes establishing this activity and approves these changes to the 1997 budget
Requested by Department of:
Adopted by Council: Date ��),,� 3C�\q °1 "�
Adoption Certified by Council Secretary:
Technology and Management Services
Bv U Y � 4�n� V�
Approval Recommended by Budget Director:
By:
Form
1-'� T ' 'VvV V v `
B � � � ,
-- � Apprwe by Mayor for Submissio� to Council:
Approved by Mayor: Date �r� �5 'Y � q,/
q> (^l By: �[�( �
gY� ��o��V �C�._. SsiMPauIBW9M�ce(KlineH.WSE.�BUOGETDEPTS�FINANGE1133W1120RESNM62/2l/9�
!
and
Svs. 1 3-5-97
FOit
TOTAL # OF SiGNATURE PAGES
a't -- 3 �i �-
GREEN SHEET �° 3 3 8 0 6
INITIpUDATE INRIAUDATE
DEPAFTMEM�IflECfOfi OCRYCAUNCR
C�fTYATTORNEY O C[TYCLEftK
SqWET dR£C(OFi� � FIN. & MGT. SEflVICE3 DIP,
MAYOR(ORASSISTA �
(CUP AlL IOCATIONS FOR 51GNATUR�
Release of $400,00� Technology Znitiatives funding frQm�contgn�ency
�
_ PUNNING CAMMISSION _ CIVII SERVICE COMMISSION
_CIBCOMMfTfEE _
_ STAFF _
_ DI5TRICT CAUHT _
SUPPORTS WH1CH CAUNCII O&IECTIVE�
(See attached memo)
IFAPPROVED:
(See attached memo)
�'::a'�i:'�r'�rua � i'�`,.. �., , Y . �V'$�:4s'cc+�
' �[{i'1 , a �.�. `-� e7J
None
(See attached memo)
PEHSONAL SERYICE CONTRACTS MUST ANSWEH THE FOLLOWING OUESTIONS:
7. Fias this person/f"rcm ever worked under a comract for this tleparfineM? -
YES NO
2. Hes this perspnffirm ever been a city employBe?
YES NO
3. Does this personlfirm-possess a skill not normally possessed by any current city employee?
YES NO
Explatn all yea anawers on separate sheM anC atYach to green ahaet
����.�� �����
!�� � � ���
�
j=_
':v
I .
TOTAL AMOUNT OF 7RANSACTfON $ � OOQ COSTlHEVENUE BUDGETED (CIRCLE ONE) YES NO
=UNDIfdGSOURCE General Contingent ReSeT'V2 ACTIViTYNUMBER 0�1-�40b6-0548
'INANCIAL INFORMATION: (E%PLAIN)
Transfer funds from above to Technology Initiatives Investments 001-01120-0856
DEPARTMENT OF FINANCE AND I�
CTTY OF SAINT PAUL
Norm Coleptm�, Mayar
To:
From:
Date:
Re:
Counciimembers
Martha Larson �'
Cindy M an
Joe Rei
March 5, 1997
IS Budget - 1997 Contingency Items
MANAGEMENT SERVICES
Murrha Larson, Direcror
290 Gry Rolt Tekphone: 612-2668797
25 W. Sellagg Boulevard Facsimite: 612-266-8929
Sairu P¢u1, Minnesota 55102
in your hearings on the 1997 budget, you placed haif of the IS division's operating
budget and the entire Technology lnitiatives Fund into Council contingency. We
understood that this was to afford the Council an opportunity to review the
achievements of the restructured IS organization and to ensure that the benefits
we promoted as the reasons for this reorganization are actually being delivered.
We welcome the chance to have you examine what we have accomplished, and to
be held accountabte for accomplishing the our goals we set out.
IS Operating Budget
i"o heip us ensure that we are focused on the things you expect to evaluate, we
have prepared the following goals and specific short-term tasks to accompiish
those goals. These goals are consistent with the objectives and strategic direction
we described to you when we brieted you on the IS reorganization during the
budget hearings. We anticipate that the specific tasks detailed as part of these
goals will be completed within the first half of 1997. With any revisions or additions
you may consider necessary, we would then pian to report back to you on our
progress against this workplan in the May-June 1997 timeframe. This wifl allow
sufficient time for your review and discussion, and for us to react to your
assessments, without unduly jeopardizing our financing for the second haif of the
year.
Please keep in mind that these tasks are short-term evaluation criteria. The goals
we have identified reflect some very profound changes that we'd like to effect in
how the City views and applies technology. Some changes will take many months �� _^� l,�"
to implement and the fuil benefits derived from an individual change may not be
immediately measurable. So, please consider evaluating our progress this spring
as the first of a series of assessments, and that we are evolving and impraving
based on the lessons we leam as we move forward.
GOAL 1: Define the information services responsibilities of the new IS
and Departments and Offices.
SPECIFIC TASKS:
Work with Departments and offices to create customized service agreements
that define IS expectations, the responsibilities of IS and the responsibilities of
the DepartmenUOffice
Establish IS priorities and workplans based on the initiatives identified in the
1997 IS budget and the service agreements
Maintain good customer relations and seek feedback through a Department or
Office designated liaison
GOAL 2: Develop a City-wide network that is accessibie,
secure, effective and reliable.
SPECiFIC TASKS:
Develop a network security policy for the City
Develop a firewall approach and implementation plan, consistent with the City's
security policy
Develop a Citywide strategy for providing remote access to City systems, for City
staff
GOAL 3: Establish the process and principles for providing
professionai technical assistance to City IS customers that is
efficient, timely and cost effective.
SPECIFIC TASKS:
• Assemble a group of core and departmental technical staff to develop a
centralized customer services strategy
• Evaluate and select an appropriate help desk solution, associated tools and
begin to address staffing requirements
• Define a strategy for assessing customer satisfaction; conduct a follow-up to the
customer service survey done last July
• Conduct a customer service training session for all empioyees in the tS division
GOAL 4: Develop a strategy to eliminate risk of losing critical
data and standardize backup and recovery operations
throughout the City
2
SPECIFIC 7ASKS:
� Inventory current backup services pertormed throughout the City �� 31 �
• Assess the weaknesses and strengths of the current backup practices
� Assemble a group of core and departmental technica{ staff to begin assessment
of city-wide disaster plans and procedures
• Conduct a pilot project which converts an existing application to a more
accessible format
GOAL 5: Create a secure, stable and timely electronic mail
environment
SPECIFIC TASKS:
• Complete impiementation of current GroupWise appiication
• Assemble a group of core and departmental technical staff to assess the
strengths and limitations of the current system within the City
• Establish and maintain accurate, integrated address book
• Provide ongoing electronic mail maintenance
GOAL 6: Develop a consistent approach for co{lecting,
retrieving and maintaining corporate data
SPECIFIC TASKS:
• Conduct a pilot project which converts an existing application to a more
accessibie format
• Develop a City intranet
• Define the current GIS environment in the City and provide recommendatrions
that promote cost effective use of this technology
• Develop a strategy for making information accessible to the citizens of St. Paul;
examine the feasibifity of public kiosks
GOAL 7: Depioy the appropriate level of computing technoiogy
to each desktop and workgroup ta ensure that all City staff have
the proper too{s to accompiish their jobs.
SPECIFiC TASKS:
• Establish and maintain an accurate Citywide inventory of desktop computing
hardware and software,
• Gather information on software licenses Citywide and utilize volume purchasing
where possibfe.
• Reviewroptions for desktop application software and establish a corporate
preference.
• Initiate and complete the 1997 PG Repiacement program.
• instali and use virus scanning software at the desktop and server.
• Develop a procedure to ensure that virus update files are installed at the server
and client on ali of the City's networks.
��-
GOAt 8: Lay the foundation for a positive, professional work a� "�
environment in which technical employees feef supported,
respected, challenged and enthusiastic about their job.
SPECIFIC TASKS:
• Establish the processes for communicating with staff on a regular basis to
support workfoad management and ensure open dialog between managers and
staff
• Develop a pe�formance evafuation process that supports the professional and
technicai development of staff
• Establish a formai training plan for each technicai employee that enabies them to
accomplish their current job responsibilities as weii as enhance their
professionai career growth
Technology Initiatives Fund
The Technology Initiatives Fund is a separate general government account that
was newly established for 1997, distinct from the operating budget for the IS
organization. This account contains funding for specific technology infrastructure
projects. These projects are critical to establishing and maintaining a healthy
environment necessary for the departments to app{y technology successfully to
achieve their strategic objectives. In some respects, these projects also address
Citywide infrastructure needs that have historicafly been under funded, due to the
emphasis on budgeting for technology primarily on a department-by-department
basis.
Although this fund is not part of the IS organization operating budget, the projects
it covers are crucial to IS' ability to achieve the goals we set forth at the beginning
of this memo. More importantly, these are projects that will have significant value
to all technology users (and the customers, citizens and others they serve) across
the City. Our need for, a�d ability to complete, these projects is not tied to our new
IS organizational structure. Therefore, we wouid ask that the Cauncii not wait to
release the Technology tnitiatives Funds untii the previousiy-discussed mid-year
evaluation of our results is comptete. Rather, we urge the Councii to reiease the
funds in this account from contingency as soon as possible - so that we can begin
impiementing these projects and delivering the benefits to City technology users.
The foliowing describes the four major technofogy projects covered by this fund in
1997.
Project #1 - Enhancing the City's Internal Network
We presently experience network performance probiems, including slow data
transmission and response times, and network downtime. These performance
issues hurt users' productivity and require significantly more support. There are
Gf
City employees who cannot access the network, which restricts their productivity ��—
and ability to share information electronically with other City staff. We also need �� "�
to establish the appropriate security and remote access structures, to ensure that
we properly control who has access to City systems and informatian and prevent
unauthorized penetration - especially through the Internet.
This project entails the completion of our internal City network and resolution of
severa! long-term network architecture issues. This project also includes
establishing and implementing a remote access strategy and "firewall", which
prevents unauthorized access from the Internet. The funds wili be used for
specific hardware and software appiications, and a limited amount ofi consuiting
assistance primarily for highiy technicaf network design and impiementation tasks.
Project #2 - Improving Access to Corporate Information
The City's existing array of systems - some corporate, like the finance or payroll
systems, and some department-specific, like Public Works' GIS - contain
information useful to many users (salary rates, account balances, location of City
infrastructure like sewer lines or fire hydrants). To access data now, most users
must have direct access to the application or receive periodic extracts of the
required information. Technical architecture issues make it complex or impossible
for large numbers of users to do this. Moreover, security and training constraints
may make it unwise or impractical to allow this kind af access. One outcome of
this di►emma has been the development of parallei systems in multiple
departments, which store the same pieces of information {sometimes referred to as
"si�os" or "stovepipes"). This is ineificient and creates inconsistent data, and st+il
does not make ihe information availabie io aii who need it in their day to day jobs.
We intend to take advantage of new technology to provide more authorized users
with access to a greater array of data from the City's core systems. Our efforts will
focus on the deveiopment of a City intranet and use ofi "browser" software to
access this information. Working with individuai departments, we wiii identify the
most commonly-requested types of information and extract it from the proprietary
"silo" systems and store it in a database. Users wiii be able to access and work
with this data using the same toois that they use to obtain information on the
Internet (with the point and click, drili-down features they are familiar with). This
permits broader access to data in a secure fashion, and creates a commo� "front
end" for City users that is simpfe and consistent for accessing a wide range of
information.
This project also replaces the City's existing Internet access mechanism - a link
through Ramsey County - with an independent, better performing connection for
the City, possibly using a local third-party access provider. Until now, we have not
been charged for our connection through Ramsey County; however, the current
link is not as reliabfe as we'd like, and limits our ability to expand the use of the
Internet for various types of information and service delivery.
Project #3 - Help Desk Strategy
a� "
U�tii naw, the City's approach to providing common desktop support services has
been inconsistent, Some departments have met those needs with internai
resources, others used contractors from time to time, and others relied on support
provided by the former CIS division of the Finance Department. This created
redundancy in those functions and did not aiways generate the highest level ot
service for the end users. To put this into perspective, some estimates show that
60-70% of IS staff time is spent assisting users and supporting the present
network and hardware infrastructure in the City.
We intend to create a Gitywide heip desk function - similar in some respects to the
Public Works help desk - that wiil handie network, software, and hardware
probiems in a reliable, efficient and service-oriented manner. This heip desk
strategy also creates a backup for those departments who rely on their internal IS
staff to address those kinds of problems, when their primary IS staff are absent or
tied up with other responsibilities. To set up this help desk, we will acquire
software and additional telephone equipment to ensure that calls for assistance
are logged and directed to the appropriate technical staff, and to ensure that those
staff can be readily contacted. An added benefit of being able to log and monitor
the status of requests for assistance is the ability to analyze those caiis for trends,
and to save the "fixes" so that when similar problems occur in the future, staff don't
need to "reinvent the wheel" to soive them.
Project # 4- Technical Staff Training
The City's decentralized approach to providing IS siaff created some
inconsistencies and inequities in training for those staff. Some departments had
insu�cient resources to provide even minimal {evels of training; others provided
technicaf training to staff that may not have been immediately relevant or value-
added to the operations of the department, or was redundant with training provided
to staff in other departments. For the City as a whole, there was no common
training strategy which ensured that the City had the appropriate leveis of skiils in
high-demand areas.
Yet, training for IS staff is essential in an environment that changes very rapidiy,
with the introductions of new technology and with increasingly sophisticated end
users. Training is also a key factor in maintaining high mora{e within the IS staff
ranks; it aflows them to keep their skiiis current and to broaden their expertise.
Coupled with the appropriate assignments which permit "on the job" skilis
development and application of formal classroom learning, training is an important
tooi for helping the !S staff understand and work within the City's broad technicai
strategy and allowing them to share knowledge and leverage their skills to the
fuilest e�ent.
This project aliows us to step up the level of training provided to IS staff across the
6
City, and to create a Citywide training pian that ensures that the right peop{e get �l�
the right training to allow them to most effectively meet their customers' needs. It f�� -
also allows us to maximize savings from vofume purchasing and other techniques.
Conclusion
We hope that this memo provides sufficient justification for releasing the entire
$400,000 in Technoiogy Initiatives Funding, and sets forth a framework by which
the Councii wili conduct its mid-year review of the performance of the new IS
organization. We wouid be pleased to discuss the contents of this mema in more
detail with any of you individually, or make a presentation for discussion by the
Council as a whole in an upcoming meeting.
7