97-770Council File #
Green Sheet #
RESOLUTiON
CITY OF SAINT PAUL, MINNESOTA
Presented By:
Referred To:
Committee: Date
g'_L- �_.
3t 30(�
/9
Whereas, as part of the 7997 budget process, the City Council placetl a porfion ofthe budgM for tAe Information Services Division of the Technology antl
Manageme�rt Services Departrne�rt iirto co�rtngenry, wnditional on a report of the progress of the new IS organaafion to the City Caunciy antl
Whereas, the Directar of the Deparhnerrt of Technology antl ManagemeM Senices, antl ffie Manager of Information Services have dxumentetl goals, specific
sho�ttesm tasks, anci evaluation uiteria, in a wock plan sAared with Council Mem6e�s, and
Whereas, f5 has successfuly documented and accomplished the goals setforth for the Gity Council fo�the first haR of �997, antl
Whereas, IS needs the release of the budget money placetl in cantingenry to cantinue its operation and progress WwaNS creatlng a healthy information
technology environment that supporls the attainmeM of city-witle sUategic goals, as well as deparhnent and office specific strategic goals. antl
Whereas, the Mayoy pursuant to Section tO.Old antl 10.07.4 of Ne City Charteq recpmmentls the follovring changes to the 1997 Atlop[ed Budget
for the City of Sai`R Paul:
CURRENTBl1OGET CHANGES AMENDEDBUDGET
C; _
GENERAL PUND (Traosfer)
TRANSFERFROM:
Technolo9Y and ManagemeM Services
Infortnation Services - CoMingent Reserve
007-07115-0548 Contingency
ToWI Transfer From
7RANSFER70:
Technology antl Manageme�A Services
InfortnaEon Services
001-01716-0111
001-07715-0121
001-07175-0147
001-01715-0161
001-01115-0162
001-07775-0219
001-07715-0221
001-011i5-0222
001-07115-0223
001-01115-0T27
007-0�115-0237
001-07715-0241
001-01115-0249
001-07175-0257
001-07115-0252
007-01775-0253
001A7175-0255
001-01N5-0256
001-01715-0261
001A7116-0275
OUt-01ttb�280
001-07N5-0282
001-01N5-0283
007-01ri5-0286
001-07115-0288
007-01N5-0297
U�7-04715�U299
001-01175-0338
001-07115-0347
001-07115-0369
1.379,979 (1,379,919)
(t,379,919)
760,623
15,805
28,A22
58.487
12,337
77,500
150
5,874
700
1,568
SU
2,8M
750
1,750
2,450
a,sso
378
25,7A1
725
7,853
10$245
27,798
:,soo
308
616
10,750
725
7,750
50
3,250
Page 1 of 2
862,666
1,799
732
71,500
750
5,814
700
7,567
50
2,872
750
1,750
2,450
a,sso
an
17,fi00
725
1.854
99,83&
27,799
z,soo
308
676
10,750
725
1,750
50
3,250
0
7,623,289
15,805
28f122
60,286
14,069
23,000
300
N,628
1,400
3,135
�oo
5,744
7,500
3,500
4,900
9,700
��
42�841
1,M`0
3,707
202,083
55.597
s,aoo
676
1,232
21,500
7,950
3,500
100
6,500
t`�8 G�18�9�
66
67
68
69
70
71
72
73
74
75
76
n
78
79
80
81
82
83
�
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
TRANSGERTO:
Technology and Mana9emeM Services
Infortnation Services
(continuetl}
001-0N75-0359
001-017'IS-p363
001-01115-0368
0 01-011 7 5 03 7 7
001-07915-0376
001-011t5-0387
U01-0t115-0383
001-01115-0A39
007-0t7'IS-0873
001-01775-0856
007-07115-0&57
001-07N5-0859
�� - �'10
752
15,W0
3,165
Sf700
150
3,200
702
20.5�797
4,500
19.044
20,27�
7,250
$794,661
TofalTransfer To
Total Budget
Generzl Funtl Net Change Because nf Transfer
Then, Nerefore, be it resolvetl, that the City Council releases fhis conEngency and approves these changes to the 1997 budget
Page 2 of T
Technology and Management Services
f
By:l�'���. G��
1,504
3t,000
6,330
16,800
300
6,400
7�G04
988,646
9,000
31,834
35,A36
14,500
2.794,664
Requested by Department of:
By:
Approve
�
Approval Recommended by Budget Director.
Form Ap�3rAv�ed by City
�
By:
By:
0
�-i8-9�
Sain�PaulBUtlgNOifice( qine N.WSERS�811DGETDEPTS�FINNNCE\123W1115RES.WH4 6/18/9])
7b2
ti.500
3,765
5.400
7W
3,200
702
242.853
4,500
12,790
15,165
7.250
1.379.919
Adopted by Council: Date °�S �qq7
,
Adoption Certified by Council Secretary:
q�t -'1'10
DEPARTMENT/OFFICEJGOUNCIL DATEINRIATED GREEN SHEE N� 31306
iC4A`hOIO "r � INITAVDATE - " � " - INITIAUOAiE
COKIACT PEq PHOICE O DEPAqTMEM DIRECfOR � CrtY CAUNdI
' "' ""- `�'�`� «��-• �� N YBERFON �CffYATTORNEY �•� �C(fYCLERK
MUST BE ON CqUNCIL AGENDA BY (DA7E� ROUTING O BUOGET DIRECTO � FlN. & MGT. SEFMCES DIR.
p� ��� ORDER O MAYOR (OR ASSISTMfT) O
G�
# OF SIGNATI3HE PAGE (CLIP ALL LOCATIONS FOR SIGNATURE�
ACfION REQUES7ED:
Approval of Council Resolution releasing the.nortion of the 1997 IS Budge£ placed in
contingency.
RECOMMENDnnONS: Approve (A) a Reject (RJ pEHSONAI SERVICE CONTRACTS MUST ANSW ER THE FOIIOWING QUESTlONS:
_ PI.ANNMG COMMISSION __ CIVIL SERVICE COMMISSION �� Has this persoNfirm ever worked under a contrad for this deparhnent? �
_ CIB COMMfREE _ YES NO
—�� — 2. Has ihis person/firm ever been a city employee?
YES NO
_ DIS7FlICi CAUA7 _ 3. Does Mis persoMirm possess a skill not normalty possessed by any curceM CM1y employee4
SUPPORTSWHICHCAUNCILO&IECTiVE? YES NO
Explain all yes answers on separate sheet and attach to groen sheet
INITIATING PROBLEM, ISSUE, OPPEJRTUNRY (WM, Whet, When, Where. Why)'
The City Council placed a portion of the 1997 IS budget in contingency conditional on a
report of orogress on the new ZS organization. At the beginning of the year, IS presenCed
Council with a list of goals for the first half of 1997. Tfie attached memo documents the
nrogress to date.
ADVANTAGESIFAPPflOVED�
Continued functionin� o£ the IS organ3zatien.
�ISA�VANTAGES IFAPPROVEO:
None. �
�u�a 1 � �sgl
DISADVANTAOES IF NOT APPiiO�ED:
Insufficient funds �oz techn7-ca1 salaries, services, supnlies and eq_uipment essential to
the daily operation of t$e City< Disruption of technology services to all customers
throughout City'offices.
TOTAL AMOUNT OF TqANSACTION S COSi/fiEVENUE BUDGETED (CIRCLE ONE) YES NO
FUNDIfdG SOUNCE AC7IVITY NUMBER
FINANCIAL INFORMATION: (EXPLAIN)
91-��0
CTTY OF SAINT PAUL
Norm Co%man, Mayor
To:
From
Date:
Re:
Counci] members
Martha Larson �
Cindy Mullan
June 18, 1947
DEPARTMENT OF TECHNOLOGY AND
MANAGEMENT SERVICES
Manha larson, Director
290 Crry Hall Te[ephone: 612-?66-8797
IS W. Ke(logg Bo<alevard Facsimi[e: 672-266$919
Saint Pmd, Minnesota 55102
Progress To Date: 1997 IS Strategic Goals
We are pleased to report on our progress to date in accomplishin� the 1997 strategic goais
of the new IS organization. As we have noted in earlier communications to you, we
recognize that we must be a dynamic, responsive organization that is able to anticipate and
adapt to constant change in our environment and customer needs. Therefore, unanticipated
priorities wili occasionally require us to focus on those immediate, unplanned needs at the
expense of accomplishing our stated workplan objectives_ Having acknowledged that, the
following remain our top priorities and focus areas. Some of these goals represent specific
activities and deliverables that will be accomplished within 1997. Others are more difficult
to quantify and measure, but represent very impartant evolutions in our culture and
mana�ement philosophy. All of our work in 1997 is underpinned by two principles: that we
apply technology to deliver City services most effectively, and that we maximize the return
on the City's investment in technology.
(Note: Only those tasks targeted for completion in the first half of 1997 have been included
in this status report.)
We have noted below a handful of significant efforts in the first part of 1997, which took IS
manajement and stafftime, that were not initially anticipated in creating our 1997 workplan.
We recognize that this is the nature of our operation - to be flexible enou�h to meet
demands for unanticipated services as well as those we planned for. However, the need to
keep our resources flexible and responsive is made a greater challenge when efforts like
those below require the amount of time and staff involvement that these have warranted:
1. Development of the 1998 Technology Initiatives bud�et, and inclusion of the
customer departments in this process
°1r1-1r1�
2. Assistance to the HR/payroll/benefits administration system replacement project team
in its planning and preparation for this major, multi year, enterprise-wide system
implementation
3. Assistance to LIEP in its oversi�ht and management of the ECLIPS project
4. Finalizing the City e mail policy (applicable to City staff and mana�ement)
5, Development and distribution of our survey to define the City's strategic direction for
use of the Internet
6. Kicking off our review and redefinition of technical titles and related position
descriptions
7. Coordinating and implementing a multi-department and office upgrade to Novell 4. ],
for Parks, PED, IS, LIEP and Fire
8. Assistance to Police and Libraries in addressin� network implementation and support
issues associated with new systems in their departments; this include reass n�nment of
current staffand assistance in hiring a new staffperson for Libraries
We also believe that we have made substantial progress toward accomplishing our
agaressive workplan and goals within the first half of 1997. We are especially pleased with
the learning process that's been reflected in the creation of the departmental Service
Agreements. We are developing a much better appreciation for the dynamic, somewhat fluid
nature of the shiftin� depaRmental priorities and demands for IS support, and how this
affects our ability to keep this initiatives movin� ahead. We are pleased at the level of
cooperation and support we have received from our customers - they are a demanding
group, by and large, but remain committed to working with us to achieve what we set out to
do with the IS reor�anization. They are an important arbiter of our success and instrumenta]
to helping us in our efforts to serve them better.
We hope that you will be satisfied with the results presented in this report, and will support
the accompanyin� resolution to release the second half of the 1997 IS budget from
contingency. If you have questions or comments, I would be more than happy to meet with
you to address them.
GOAL 1: Define the information services responsibilities of the new IS and
Departments �nd Offices.
SPECIFIC TASKS:
0 Work with Departments and Offices to create customized service agreements that define
IS expectations, the respansibilities of IS ar7d the responsibilitres of 1he
Department/Offrce
Martha Larson and Cindy Mullan have met individually with all departments' and offices'
management representatives. Final drafts of each agreement have been completed and
submitted back to our customers for their review and acceptance.. This exercise has been
productive and beneficial £or both IS and our customers, but has been more time-
consuming than originally anticipated. A particular benefit of these meetings has been that
we have identified a number of staffing and other resource issues that have been timely for
2
inclusion in various 1998 budget discussions. Completion and acceptance of Service 9 � ����
Agreements is anticipated in June. A sample copy of the draft Service Agreement form is
attached for your review.
�1 Estab7ish IS priorities and detailed workplans based on the initiatives identrfied in the
199715 budget and the service agreements
The Service Agreement discussions and on�oin� interaction with our customers have
helped us to identify potential projects and resource needs in the followin� areas: GIS, e-
mail policy, and use of/technical support for the InternedIntranet. IS staff have begun
work on those issues, startin� with definition of the City's strate�y for GIS and the
Internet and issuance of an e mail policy. In addition, IS has worked with the Police
Department, Libraries, PED and the City Fleet Manager in addressing staffing issues and
creative efforts to redeploy existing staff to help further their specific technology projects.
�Maintain good customer relations and seek feedback throz�gh a Department or Offzce
des�gnated liaison
Martha and Cindy have conducted meetings every 4-6 weeks with designated department
line mana�ers to explain the status of various IS projects as well as solicit topics for
discussion at future meetings. Furthermore, the Service Agreement discussions have taken
place primarily with those line manaaers and have allowed IS to demonstrate how its 1997
workplan activities affect each department and where they can participate in helping to
accomplish those Citywide IS objectives. Finally, a working group of DODs or their
desianees has been convened to assist in the development and prioritization of projects to
be addressed by the 1998 TechnoloJy Initiatives Fund. Their work will significantly
influence the 1998 budget to be submitted in June
GOAL 2: Plan, develop and maintnin a City-wide network that is accessibie, secure,
effective and re►iable.
SPECTFIC TASKS:
ODenelop cr network secvr•zty policy for the City
Preliminary work has bea n. A draft policy has been proposed, and IS staff are refining it
and developing an action plan for its implementation. When this is completed in August,
the policy will be communicated to the customer departments for feedback, to ensure their
support and that the proposed approach will work effective(y with their networks and
department-specific applications.
OAcquire and implement a fzrewall thnt szipports the City's securiry policy
Preliminary work has be�un on the firewall, which is hardware and software designed to
protect the City's internal systems and data from unauthorized access by outsiders through
linked networks and the Intemet. Potential products have been researched and analyzed.
A drafr strate�y has been proposed, and IS staffare refining it and developin� an action �1'����
plan for its implementation. This effort is bein� coordinated with the next objective
(strategy for providin� remote access). Implementation of the firewall is anticipated for
the fall of 1997.
�Denelop a City wide strategy for providing remote access capabilities to City Systems for
City staff
Preliminary work, includin� an inventory of current remote access points and methods is
complete. An assessment of appropriate technolo�y and equipment to meet the City's
needs has been completed. A strate�y for remote access is under development. Once this
plan and the firewall has been defined, IS will work with affected customer departments to
ensure that the new approach is properly implemented and that their end users are
adequately prepared for chan�es in how they access City and outside systems. Installation
of remote access capabilities is anticipated for the fall of 1997.
GOAL 3: Establish the process and principles for providing prafessional technical
assistance to City IS customers thlt is efficient, timely and cost effective.
SPECIFIC TASKS:
OAssen7ble a group of core and departmental lechnical staff to develop a centralized
cz�stomer sen�ices strategy
A cross-departmental group was formed under the leadership of Betty Swanson to
examine potential customer service needs and define the functional and technical
requirements. The goai of this group was to develop a recommendation on the best
approach for providing a centralized customer service approach.
DEva7uate and select an appropriczte help desk soh�tion, associated too7s and sta�ng
This cross-departmental group's report and recommendation are in final draft form and
wi(t be distributed Citywide by mid-7une. The repoR inctudes a product recommendation
as well as an implementation plan. This solution wi11 provide a central resource for
desktop support (PC installation and maintenance, connections, and a limited amount of
software support for common applications like WordPerfecT). In the past, This support
was provided by the fonner CIS division to certain departments and offices, while other
departments took care of their own needs individually. This led to diverse and inconsistent
levels of assistance across the City. We expect this resource to be used to supplement
those line department's IS staff, minimizing time spent by experieneed I5 staff dealing with
lower level maintenance and troubleshooting and maximizing their time available far the
department-specific applications and consultative work.
ODefine a s2rategy for assessing custonrer satisfaction; condz�ct a follow-zip to ihe
customer service survey last conducted ir� Jz�ly 1996
IS staff is examining the feasibility of using the Intranet to conduct the follow-up survey.
�
Survey planned for distribution in July. (The City's new Intranet page, operational as of q � ���d
the end ofMay, is available at http_Utheorb.)
OCortdvct a cr�stomer sernice trair�rng session for all employees in the IS divisron
An introductory workshop on "Respect in the Workplace" is scheduled for June. We
expect this to be the foundation for more in-depth trainin� and development efforts which
will focus first on skills needed to serve customers as part of cooperative, multi-
disciplinary teams. Other trainin� and development to enhance customer service-related
ski]]s and abilities will also be identified throu�h a department-wide analysis (planned for
the summer of 1997) of specific needs and opportunities.
GOAL 4: Develop a strategy to eliminate risk of losing critical data and standardize
backup and recovery operatio�s throughout the City
SPECIFIC TASKS:
�Innentory current backup sernices performed throarghoaat 1he City
The central Novell and Public Works backup services have been reviewed and
standardized. This simplifies backup service and enables IS to further consolidate those
services for more efficient administration.
OAssess the wectknesses and strengths of tfie cr�rrent backr+p practices
We are examining ways to combine backup responsibilities on network segments. By
taking over common support functions, department service representatives will be able to
do more value-added work on their department-specific systems.
�Assemble a groa�p of core and departrnental technical stcrff to Gegin assessment of city-
wide disaster recoi�ery plcros rn�d procedlrres
Throu�h the process of completin� the IS Service Agreements, we have identified
individuals responsibie for Department disaster recovery p(ans. These sta£f will be
surveyed in late summer regardin� current best practices in this area. TS expects to work
with the City's Emergency Management Team to coordinate development of this
component ofthe Citywide plan. Furthermore, IS worked with customer departments
durin� the preparations for the threatened AFSCME strike. This exercise allowed us to
identify a number of personnel, security and other issues, and potential solutions, that will
be addressed in the Cityv✓ide disaster recovery plan.
GOAL 5: Create a secure, stable and timeSy electronic mail environment
SPECIFIC TASKS:
OComplete implementation of current Gror�pWise project
GroupWise implementation was completed 4f27/97. All City departments and offices, � `' � -`O
with the exception ofPolice, Fire, and Libraries, now have GroupWise installed and in use
as their e mail systems. Use of this common application by most of the City staff eases the
administration and support for this system, which, along with our WordPerfect, is the
City's most commonly-used application and an important tool for employee productivity.
DAssemble a grozrp of core and departnaental techriical staff to denelop a strategy to
assess the strengths and limitations of the c7irrent system within the City
IS is planning to kick off this effort this summer. This evaluation will be led by a cross-
departmental group of technical staff, but will also incorporate a substantial amount of
input from non-technical e mail system users. This is critical because of the widespread
use and dependence on e mail by virtually all City users, and the integration and potential
of this essential function into the departments' daily operations. In particular, users vary
widely in their reliance on some of the additional features of GroupWise (calendars,
schedulers, routing, file transmission, etc.), so our longer-term strategy must address not
only e mail but this functionality as well.
L7Establish and nraintain an accurate, integrated address book
An integrated address book for all City departments and offices will be completed by the
end of June. Instructions for creating specia] personal address groups of mail recipients
outside the City were prepared and distributed to IS staffwho support customer
departments. However, the ability to do this more comprehensively and efficiently will be
a key criteria for evaluating the City's next e mail application.
OProvide �ngoing electronic inail mainzenanee
This service is provided by IS Core staf£, who support the GroupWise package. Fire,
Libraries and Public Works support their own individual e mail packages, but coordinate
with IS Core on the technical adjustments needed to ensure that e mail will be
sent/received between those departments and GroupWise users.
GOAL 6: Develop a consistent appro�ch for collecting, retrieving and maintaining
corporate data
SPECIFIC TASKS:
OConduct a pilot project which com�erts an existing npplicaiion to a more accessible
fo��nat
As the Council is aware, the City needs to remove all applications from the Prime
computer, because this hardware is obsolete and increasingly difficult to maintain. The
City's Fixed Asset Inventory system was selected for a pilot conversion project, due to the
size and on�oin� viability of this application. The data has been converted to Oracle tables
and moved to an NT server. IS staff are examininJ several user interFace options (ways
for City users to access and update this information}. Demonstrations will be conducted in a�." 1' `�
June.
ODevelop a City Intranet
The Intranet was extended to all City employees 5(14(97. It is accessibie at http:(/theorb.
A number of departments have established specific pa�es at this site, with a wide variety of
information about their operations, staff and ongoing projects. Citywide information
formerly sent via e mail can now be posted there to be�in reducing non-essential e mail
"clutte�". Feedback has generally been positive, and IS has hi�h expectations for the
increasing utility of the Intranet as a communication and transaction processing medium
for City business. Based on outcomes ofthe in-process Internet survey, we will have a
better sense of those uses and related technical support needs for the balance of 1997 and
1998.
ODefine the ca�rrent GIS (geographic info�•matron systena) environment in the Ciry and
provide recommendcttions that promote cost effective a�se of this technolo�
Brad Hendricks is working with technical staffand users across the City to identify GIS
needs and associated resource requirements. Based on these findin�s, a report describing a
City-wide comprehensive GIS strategy will be available by the end of June. This review
will focus on identifying current and near-term operatin� needs for GIS evaluating various
software tools, and defining a workable approach for accessing and maintaining the
underlyin� databases. Once the business case for GIS and its various applications has been
built, IS and the customer departments will work together to develop implementation
plans and allocate resources for this.
ODevelop a strategy for� mnking inforn�ation accessible to ihe citizens of St. Paul; examine
the feasibzliZy of pub7ie kiosks
IS is resolving technical issues surroundin� the use of kiosk equipment. Once this is
complete, IS will examine the feasibility of usin� kiosks to deliver service to citizens.
Ongoing discussions with customer departments reflects in increasing preference for
pursuin� the Tnternet as an alternative to kiosks for elecuonic delivery of information to
citizens and other customers.
GOAL'7: Deploy the appropriate level of computing technology to each desktop and
workgroup to ensure that all City staff have the proper tools to accomplish their jobs.
SPECIFIC TASKS:
�Establish and maintain an accurate Cilywide im�entory of desktop computrng hardware
and software.
The City-wide inventory has been completed throu�h information associated with the
1997 and 1998 PC replacement projects, and information gathered from the desktop
software project. Maintainin� a complete and accurate inventory of this technology base
is important to allow IS to provide appropriate support and to minimize the costs of �n ����
licensin� and other administration. This inventory also allows us to plan for network �
changes and other infrastructure enhancements more effectively.
�Gather itformation on software licenses Citywide and irtilize volzrme purchasingwhere
possible.
Information gathering has been completed for WordPerfect with anticipated
implementation by June 1997. Information gatherin� on Novell network operating system
has been completed, with anticipated implementation of Novell 4.1 in IS, Fire, LTEP and
PED in 1497, usin� previously-budgeted funds. Remainin� departments using Novell will
be upgraded in 1998. In addition, the City is implementing virus scanning software (see
following objectives) which has been licensed on a Citywide basis, at a savings over our
former department-by-depart
ORei�iew options for desktop application s•oftware arid establrsh a corporate preference.
The study has been completed and a corporate preference of Corel word processing
package (WordPerfect) has been established. City staff who work with common desktop
applications indicate that there are large user bases only for word processin� and e mail.
Therefore, in the short term, IS intends to define an application preference only for those
two uses. Other desktop applications, like spreadsheets (Lotus or Excel) or databases
(Paradox), do not yet have enough users to demand a preference to ensure compatibility,
reduce support, or reduce licensin� costs.
� Initiate and complete the 1997 PC Replacement progrcrin.
The 1997 PC Replacement program was completed 5/20/97, and p1anning for the 1998
Replacement program has also been completed. This planning included communication to
departments and offices from IS about the mimbers of machines and per-machine
contributions that are anticipated for 1998. However, as the market continues to
fluctuate, the actual costs of the machines acquired for 1998 installation may change,
which could affect the overall numbers of machines the City buys and/or the contribution
for each. We will keep the departments apprised as we get closer to acquisition and
installation of the 1995 PCs.
Olnstall a�d use virz�s scanning sofhva�•e at 1he deskiop antl server.
Virus scanning software has been acquired and is being distributed, and virus signature
update files are bein� distributed periodically. Al] desktops and servers are expected to
have this software and update files by July. This tool reduces the risk of losing data or
damaainJ software and hardware. Previously, there were no virus scanning packages in
use consistently across the City to miti�ate Chis risk.
ODevelop a procedi�re to ens�rre that virus zipdale files are ir�stalled at the server and
client on a1l of 1he Cify's networ�ks.
8
This procedure has been developed. New viruses are constantly being introduced and q�'���
keepin� current is extremely time consumin�. This new procedure automates the update
process and si�nificantly reduces the time that technical staff spend to make sure that each
desktop machine is adequately protected.
GOAL 8: Lay the foundation for a positive, professionai work environment in which
technical employees feel supported, respected, chailenged and enthusiastic about their
job
SPECIFIC TASKS:
OEstablish the pr•ocesses for comn���nicating with staff on a regular basis to support
workload management and ensure open dialog between managers and staff
The followin� communication mechanisms have been put in place, and IS management
continues to be open to new ideas about expanding and improving the flow of information
within IS:
0 An IS web page was established in March with bulletin board, discussion forums,
trainin� news and project updates
0 Monthly staff meetings for personnel responsible for the Cityv✓ide technoiogy
infrastructure (commonly referred to as IS Core) have been established
� Meetings for all IS staff are conducted every 4 to 6 weeks
0 TS management meets individually with IS technical leads assigned to the departments
every 4 to 6 weeks
ODevelop a perforrncv�ce evaluation process ihat s�pports �he professional and technical
developmenl of stc�ff
A new performance evaluation form for IS staff has been designed, reviewed with
technical staff and department line managers, and is now in use.
DEstablish a formcrl training plan for eaclr technical em�loyee that enables them to
acconaplish iheir ca�rrent,joh responsibilifies as �n�eR ns enhance their professional ecsreer
gr'owth
Technical stafftraining plans have been induded in the individual Service Agreements.
Also, as part of the Department of Technology and Mana�ement Services' 1997 Strategic
Objectives, non-technical trainin� needs for all divisions, including IS, will be assessed. A
tailored approach for each division will be developed from that assessment, with the goal
being to desi�n training and development activities that enhance the divisions' customer
service skills and abilities to add value to customer operations. For IS, this training
approach will start with a workshop on Respect in the Workplace in June 1997, with an
expected follow up session focusing on team-building.
0
Council File #
Green Sheet #
RESOLUTiON
CITY OF SAINT PAUL, MINNESOTA
Presented By:
Referred To:
Committee: Date
g'_L- �_.
3t 30(�
/9
Whereas, as part of the 7997 budget process, the City Council placetl a porfion ofthe budgM for tAe Information Services Division of the Technology antl
Manageme�rt Services Departrne�rt iirto co�rtngenry, wnditional on a report of the progress of the new IS organaafion to the City Caunciy antl
Whereas, the Directar of the Deparhnerrt of Technology antl ManagemeM Senices, antl ffie Manager of Information Services have dxumentetl goals, specific
sho�ttesm tasks, anci evaluation uiteria, in a wock plan sAared with Council Mem6e�s, and
Whereas, f5 has successfuly documented and accomplished the goals setforth for the Gity Council fo�the first haR of �997, antl
Whereas, IS needs the release of the budget money placetl in cantingenry to cantinue its operation and progress WwaNS creatlng a healthy information
technology environment that supporls the attainmeM of city-witle sUategic goals, as well as deparhnent and office specific strategic goals. antl
Whereas, the Mayoy pursuant to Section tO.Old antl 10.07.4 of Ne City Charteq recpmmentls the follovring changes to the 1997 Atlop[ed Budget
for the City of Sai`R Paul:
CURRENTBl1OGET CHANGES AMENDEDBUDGET
C; _
GENERAL PUND (Traosfer)
TRANSFERFROM:
Technolo9Y and ManagemeM Services
Infortnation Services - CoMingent Reserve
007-07115-0548 Contingency
ToWI Transfer From
7RANSFER70:
Technology antl Manageme�A Services
InfortnaEon Services
001-01716-0111
001-07715-0121
001-07175-0147
001-01715-0161
001-01115-0162
001-07775-0219
001-07715-0221
001-011i5-0222
001-07115-0223
001-01115-0T27
007-0�115-0237
001-07715-0241
001-01115-0249
001-07175-0257
001-07115-0252
007-01775-0253
001A7175-0255
001-01N5-0256
001-01715-0261
001A7116-0275
OUt-01ttb�280
001-07N5-0282
001-01N5-0283
007-01ri5-0286
001-07115-0288
007-01N5-0297
U�7-04715�U299
001-01175-0338
001-07115-0347
001-07115-0369
1.379,979 (1,379,919)
(t,379,919)
760,623
15,805
28,A22
58.487
12,337
77,500
150
5,874
700
1,568
SU
2,8M
750
1,750
2,450
a,sso
378
25,7A1
725
7,853
10$245
27,798
:,soo
308
616
10,750
725
7,750
50
3,250
Page 1 of 2
862,666
1,799
732
71,500
750
5,814
700
7,567
50
2,872
750
1,750
2,450
a,sso
an
17,fi00
725
1.854
99,83&
27,799
z,soo
308
676
10,750
725
1,750
50
3,250
0
7,623,289
15,805
28f122
60,286
14,069
23,000
300
N,628
1,400
3,135
�oo
5,744
7,500
3,500
4,900
9,700
��
42�841
1,M`0
3,707
202,083
55.597
s,aoo
676
1,232
21,500
7,950
3,500
100
6,500
t`�8 G�18�9�
66
67
68
69
70
71
72
73
74
75
76
n
78
79
80
81
82
83
�
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
TRANSGERTO:
Technology and Mana9emeM Services
Infortnation Services
(continuetl}
001-0N75-0359
001-017'IS-p363
001-01115-0368
0 01-011 7 5 03 7 7
001-07915-0376
001-011t5-0387
U01-0t115-0383
001-01115-0A39
007-0t7'IS-0873
001-01775-0856
007-07115-0&57
001-07N5-0859
�� - �'10
752
15,W0
3,165
Sf700
150
3,200
702
20.5�797
4,500
19.044
20,27�
7,250
$794,661
TofalTransfer To
Total Budget
Generzl Funtl Net Change Because nf Transfer
Then, Nerefore, be it resolvetl, that the City Council releases fhis conEngency and approves these changes to the 1997 budget
Page 2 of T
Technology and Management Services
f
By:l�'���. G��
1,504
3t,000
6,330
16,800
300
6,400
7�G04
988,646
9,000
31,834
35,A36
14,500
2.794,664
Requested by Department of:
By:
Approve
�
Approval Recommended by Budget Director.
Form Ap�3rAv�ed by City
�
By:
By:
0
�-i8-9�
Sain�PaulBUtlgNOifice( qine N.WSERS�811DGETDEPTS�FINNNCE\123W1115RES.WH4 6/18/9])
7b2
ti.500
3,765
5.400
7W
3,200
702
242.853
4,500
12,790
15,165
7.250
1.379.919
Adopted by Council: Date °�S �qq7
,
Adoption Certified by Council Secretary:
q�t -'1'10
DEPARTMENT/OFFICEJGOUNCIL DATEINRIATED GREEN SHEE N� 31306
iC4A`hOIO "r � INITAVDATE - " � " - INITIAUOAiE
COKIACT PEq PHOICE O DEPAqTMEM DIRECfOR � CrtY CAUNdI
' "' ""- `�'�`� «��-• �� N YBERFON �CffYATTORNEY �•� �C(fYCLERK
MUST BE ON CqUNCIL AGENDA BY (DA7E� ROUTING O BUOGET DIRECTO � FlN. & MGT. SEFMCES DIR.
p� ��� ORDER O MAYOR (OR ASSISTMfT) O
G�
# OF SIGNATI3HE PAGE (CLIP ALL LOCATIONS FOR SIGNATURE�
ACfION REQUES7ED:
Approval of Council Resolution releasing the.nortion of the 1997 IS Budge£ placed in
contingency.
RECOMMENDnnONS: Approve (A) a Reject (RJ pEHSONAI SERVICE CONTRACTS MUST ANSW ER THE FOIIOWING QUESTlONS:
_ PI.ANNMG COMMISSION __ CIVIL SERVICE COMMISSION �� Has this persoNfirm ever worked under a contrad for this deparhnent? �
_ CIB COMMfREE _ YES NO
—�� — 2. Has ihis person/firm ever been a city employee?
YES NO
_ DIS7FlICi CAUA7 _ 3. Does Mis persoMirm possess a skill not normalty possessed by any curceM CM1y employee4
SUPPORTSWHICHCAUNCILO&IECTiVE? YES NO
Explain all yes answers on separate sheet and attach to groen sheet
INITIATING PROBLEM, ISSUE, OPPEJRTUNRY (WM, Whet, When, Where. Why)'
The City Council placed a portion of the 1997 IS budget in contingency conditional on a
report of orogress on the new ZS organization. At the beginning of the year, IS presenCed
Council with a list of goals for the first half of 1997. Tfie attached memo documents the
nrogress to date.
ADVANTAGESIFAPPflOVED�
Continued functionin� o£ the IS organ3zatien.
�ISA�VANTAGES IFAPPROVEO:
None. �
�u�a 1 � �sgl
DISADVANTAOES IF NOT APPiiO�ED:
Insufficient funds �oz techn7-ca1 salaries, services, supnlies and eq_uipment essential to
the daily operation of t$e City< Disruption of technology services to all customers
throughout City'offices.
TOTAL AMOUNT OF TqANSACTION S COSi/fiEVENUE BUDGETED (CIRCLE ONE) YES NO
FUNDIfdG SOUNCE AC7IVITY NUMBER
FINANCIAL INFORMATION: (EXPLAIN)
91-��0
CTTY OF SAINT PAUL
Norm Co%man, Mayor
To:
From
Date:
Re:
Counci] members
Martha Larson �
Cindy Mullan
June 18, 1947
DEPARTMENT OF TECHNOLOGY AND
MANAGEMENT SERVICES
Manha larson, Director
290 Crry Hall Te[ephone: 612-?66-8797
IS W. Ke(logg Bo<alevard Facsimi[e: 672-266$919
Saint Pmd, Minnesota 55102
Progress To Date: 1997 IS Strategic Goals
We are pleased to report on our progress to date in accomplishin� the 1997 strategic goais
of the new IS organization. As we have noted in earlier communications to you, we
recognize that we must be a dynamic, responsive organization that is able to anticipate and
adapt to constant change in our environment and customer needs. Therefore, unanticipated
priorities wili occasionally require us to focus on those immediate, unplanned needs at the
expense of accomplishing our stated workplan objectives_ Having acknowledged that, the
following remain our top priorities and focus areas. Some of these goals represent specific
activities and deliverables that will be accomplished within 1997. Others are more difficult
to quantify and measure, but represent very impartant evolutions in our culture and
mana�ement philosophy. All of our work in 1997 is underpinned by two principles: that we
apply technology to deliver City services most effectively, and that we maximize the return
on the City's investment in technology.
(Note: Only those tasks targeted for completion in the first half of 1997 have been included
in this status report.)
We have noted below a handful of significant efforts in the first part of 1997, which took IS
manajement and stafftime, that were not initially anticipated in creating our 1997 workplan.
We recognize that this is the nature of our operation - to be flexible enou�h to meet
demands for unanticipated services as well as those we planned for. However, the need to
keep our resources flexible and responsive is made a greater challenge when efforts like
those below require the amount of time and staff involvement that these have warranted:
1. Development of the 1998 Technology Initiatives bud�et, and inclusion of the
customer departments in this process
°1r1-1r1�
2. Assistance to the HR/payroll/benefits administration system replacement project team
in its planning and preparation for this major, multi year, enterprise-wide system
implementation
3. Assistance to LIEP in its oversi�ht and management of the ECLIPS project
4. Finalizing the City e mail policy (applicable to City staff and mana�ement)
5, Development and distribution of our survey to define the City's strategic direction for
use of the Internet
6. Kicking off our review and redefinition of technical titles and related position
descriptions
7. Coordinating and implementing a multi-department and office upgrade to Novell 4. ],
for Parks, PED, IS, LIEP and Fire
8. Assistance to Police and Libraries in addressin� network implementation and support
issues associated with new systems in their departments; this include reass n�nment of
current staffand assistance in hiring a new staffperson for Libraries
We also believe that we have made substantial progress toward accomplishing our
agaressive workplan and goals within the first half of 1997. We are especially pleased with
the learning process that's been reflected in the creation of the departmental Service
Agreements. We are developing a much better appreciation for the dynamic, somewhat fluid
nature of the shiftin� depaRmental priorities and demands for IS support, and how this
affects our ability to keep this initiatives movin� ahead. We are pleased at the level of
cooperation and support we have received from our customers - they are a demanding
group, by and large, but remain committed to working with us to achieve what we set out to
do with the IS reor�anization. They are an important arbiter of our success and instrumenta]
to helping us in our efforts to serve them better.
We hope that you will be satisfied with the results presented in this report, and will support
the accompanyin� resolution to release the second half of the 1997 IS budget from
contingency. If you have questions or comments, I would be more than happy to meet with
you to address them.
GOAL 1: Define the information services responsibilities of the new IS and
Departments �nd Offices.
SPECIFIC TASKS:
0 Work with Departments and Offices to create customized service agreements that define
IS expectations, the respansibilities of IS ar7d the responsibilitres of 1he
Department/Offrce
Martha Larson and Cindy Mullan have met individually with all departments' and offices'
management representatives. Final drafts of each agreement have been completed and
submitted back to our customers for their review and acceptance.. This exercise has been
productive and beneficial £or both IS and our customers, but has been more time-
consuming than originally anticipated. A particular benefit of these meetings has been that
we have identified a number of staffing and other resource issues that have been timely for
2
inclusion in various 1998 budget discussions. Completion and acceptance of Service 9 � ����
Agreements is anticipated in June. A sample copy of the draft Service Agreement form is
attached for your review.
�1 Estab7ish IS priorities and detailed workplans based on the initiatives identrfied in the
199715 budget and the service agreements
The Service Agreement discussions and on�oin� interaction with our customers have
helped us to identify potential projects and resource needs in the followin� areas: GIS, e-
mail policy, and use of/technical support for the InternedIntranet. IS staff have begun
work on those issues, startin� with definition of the City's strate�y for GIS and the
Internet and issuance of an e mail policy. In addition, IS has worked with the Police
Department, Libraries, PED and the City Fleet Manager in addressing staffing issues and
creative efforts to redeploy existing staff to help further their specific technology projects.
�Maintain good customer relations and seek feedback throz�gh a Department or Offzce
des�gnated liaison
Martha and Cindy have conducted meetings every 4-6 weeks with designated department
line mana�ers to explain the status of various IS projects as well as solicit topics for
discussion at future meetings. Furthermore, the Service Agreement discussions have taken
place primarily with those line manaaers and have allowed IS to demonstrate how its 1997
workplan activities affect each department and where they can participate in helping to
accomplish those Citywide IS objectives. Finally, a working group of DODs or their
desianees has been convened to assist in the development and prioritization of projects to
be addressed by the 1998 TechnoloJy Initiatives Fund. Their work will significantly
influence the 1998 budget to be submitted in June
GOAL 2: Plan, develop and maintnin a City-wide network that is accessibie, secure,
effective and re►iable.
SPECTFIC TASKS:
ODenelop cr network secvr•zty policy for the City
Preliminary work has bea n. A draft policy has been proposed, and IS staff are refining it
and developing an action plan for its implementation. When this is completed in August,
the policy will be communicated to the customer departments for feedback, to ensure their
support and that the proposed approach will work effective(y with their networks and
department-specific applications.
OAcquire and implement a fzrewall thnt szipports the City's securiry policy
Preliminary work has be�un on the firewall, which is hardware and software designed to
protect the City's internal systems and data from unauthorized access by outsiders through
linked networks and the Intemet. Potential products have been researched and analyzed.
A drafr strate�y has been proposed, and IS staffare refining it and developin� an action �1'����
plan for its implementation. This effort is bein� coordinated with the next objective
(strategy for providin� remote access). Implementation of the firewall is anticipated for
the fall of 1997.
�Denelop a City wide strategy for providing remote access capabilities to City Systems for
City staff
Preliminary work, includin� an inventory of current remote access points and methods is
complete. An assessment of appropriate technolo�y and equipment to meet the City's
needs has been completed. A strate�y for remote access is under development. Once this
plan and the firewall has been defined, IS will work with affected customer departments to
ensure that the new approach is properly implemented and that their end users are
adequately prepared for chan�es in how they access City and outside systems. Installation
of remote access capabilities is anticipated for the fall of 1997.
GOAL 3: Establish the process and principles for providing prafessional technical
assistance to City IS customers thlt is efficient, timely and cost effective.
SPECIFIC TASKS:
OAssen7ble a group of core and departmental lechnical staff to develop a centralized
cz�stomer sen�ices strategy
A cross-departmental group was formed under the leadership of Betty Swanson to
examine potential customer service needs and define the functional and technical
requirements. The goai of this group was to develop a recommendation on the best
approach for providing a centralized customer service approach.
DEva7uate and select an appropriczte help desk soh�tion, associated too7s and sta�ng
This cross-departmental group's report and recommendation are in final draft form and
wi(t be distributed Citywide by mid-7une. The repoR inctudes a product recommendation
as well as an implementation plan. This solution wi11 provide a central resource for
desktop support (PC installation and maintenance, connections, and a limited amount of
software support for common applications like WordPerfecT). In the past, This support
was provided by the fonner CIS division to certain departments and offices, while other
departments took care of their own needs individually. This led to diverse and inconsistent
levels of assistance across the City. We expect this resource to be used to supplement
those line department's IS staff, minimizing time spent by experieneed I5 staff dealing with
lower level maintenance and troubleshooting and maximizing their time available far the
department-specific applications and consultative work.
ODefine a s2rategy for assessing custonrer satisfaction; condz�ct a follow-zip to ihe
customer service survey last conducted ir� Jz�ly 1996
IS staff is examining the feasibility of using the Intranet to conduct the follow-up survey.
�
Survey planned for distribution in July. (The City's new Intranet page, operational as of q � ���d
the end ofMay, is available at http_Utheorb.)
OCortdvct a cr�stomer sernice trair�rng session for all employees in the IS divisron
An introductory workshop on "Respect in the Workplace" is scheduled for June. We
expect this to be the foundation for more in-depth trainin� and development efforts which
will focus first on skills needed to serve customers as part of cooperative, multi-
disciplinary teams. Other trainin� and development to enhance customer service-related
ski]]s and abilities will also be identified throu�h a department-wide analysis (planned for
the summer of 1997) of specific needs and opportunities.
GOAL 4: Develop a strategy to eliminate risk of losing critical data and standardize
backup and recovery operatio�s throughout the City
SPECIFIC TASKS:
�Innentory current backup sernices performed throarghoaat 1he City
The central Novell and Public Works backup services have been reviewed and
standardized. This simplifies backup service and enables IS to further consolidate those
services for more efficient administration.
OAssess the wectknesses and strengths of tfie cr�rrent backr+p practices
We are examining ways to combine backup responsibilities on network segments. By
taking over common support functions, department service representatives will be able to
do more value-added work on their department-specific systems.
�Assemble a groa�p of core and departrnental technical stcrff to Gegin assessment of city-
wide disaster recoi�ery plcros rn�d procedlrres
Throu�h the process of completin� the IS Service Agreements, we have identified
individuals responsibie for Department disaster recovery p(ans. These sta£f will be
surveyed in late summer regardin� current best practices in this area. TS expects to work
with the City's Emergency Management Team to coordinate development of this
component ofthe Citywide plan. Furthermore, IS worked with customer departments
durin� the preparations for the threatened AFSCME strike. This exercise allowed us to
identify a number of personnel, security and other issues, and potential solutions, that will
be addressed in the Cityv✓ide disaster recovery plan.
GOAL 5: Create a secure, stable and timeSy electronic mail environment
SPECIFIC TASKS:
OComplete implementation of current Gror�pWise project
GroupWise implementation was completed 4f27/97. All City departments and offices, � `' � -`O
with the exception ofPolice, Fire, and Libraries, now have GroupWise installed and in use
as their e mail systems. Use of this common application by most of the City staff eases the
administration and support for this system, which, along with our WordPerfect, is the
City's most commonly-used application and an important tool for employee productivity.
DAssemble a grozrp of core and departnaental techriical staff to denelop a strategy to
assess the strengths and limitations of the c7irrent system within the City
IS is planning to kick off this effort this summer. This evaluation will be led by a cross-
departmental group of technical staff, but will also incorporate a substantial amount of
input from non-technical e mail system users. This is critical because of the widespread
use and dependence on e mail by virtually all City users, and the integration and potential
of this essential function into the departments' daily operations. In particular, users vary
widely in their reliance on some of the additional features of GroupWise (calendars,
schedulers, routing, file transmission, etc.), so our longer-term strategy must address not
only e mail but this functionality as well.
L7Establish and nraintain an accurate, integrated address book
An integrated address book for all City departments and offices will be completed by the
end of June. Instructions for creating specia] personal address groups of mail recipients
outside the City were prepared and distributed to IS staffwho support customer
departments. However, the ability to do this more comprehensively and efficiently will be
a key criteria for evaluating the City's next e mail application.
OProvide �ngoing electronic inail mainzenanee
This service is provided by IS Core staf£, who support the GroupWise package. Fire,
Libraries and Public Works support their own individual e mail packages, but coordinate
with IS Core on the technical adjustments needed to ensure that e mail will be
sent/received between those departments and GroupWise users.
GOAL 6: Develop a consistent appro�ch for collecting, retrieving and maintaining
corporate data
SPECIFIC TASKS:
OConduct a pilot project which com�erts an existing npplicaiion to a more accessible
fo��nat
As the Council is aware, the City needs to remove all applications from the Prime
computer, because this hardware is obsolete and increasingly difficult to maintain. The
City's Fixed Asset Inventory system was selected for a pilot conversion project, due to the
size and on�oin� viability of this application. The data has been converted to Oracle tables
and moved to an NT server. IS staff are examininJ several user interFace options (ways
for City users to access and update this information}. Demonstrations will be conducted in a�." 1' `�
June.
ODevelop a City Intranet
The Intranet was extended to all City employees 5(14(97. It is accessibie at http:(/theorb.
A number of departments have established specific pa�es at this site, with a wide variety of
information about their operations, staff and ongoing projects. Citywide information
formerly sent via e mail can now be posted there to be�in reducing non-essential e mail
"clutte�". Feedback has generally been positive, and IS has hi�h expectations for the
increasing utility of the Intranet as a communication and transaction processing medium
for City business. Based on outcomes ofthe in-process Internet survey, we will have a
better sense of those uses and related technical support needs for the balance of 1997 and
1998.
ODefine the ca�rrent GIS (geographic info�•matron systena) environment in the Ciry and
provide recommendcttions that promote cost effective a�se of this technolo�
Brad Hendricks is working with technical staffand users across the City to identify GIS
needs and associated resource requirements. Based on these findin�s, a report describing a
City-wide comprehensive GIS strategy will be available by the end of June. This review
will focus on identifying current and near-term operatin� needs for GIS evaluating various
software tools, and defining a workable approach for accessing and maintaining the
underlyin� databases. Once the business case for GIS and its various applications has been
built, IS and the customer departments will work together to develop implementation
plans and allocate resources for this.
ODevelop a strategy for� mnking inforn�ation accessible to ihe citizens of St. Paul; examine
the feasibzliZy of pub7ie kiosks
IS is resolving technical issues surroundin� the use of kiosk equipment. Once this is
complete, IS will examine the feasibility of usin� kiosks to deliver service to citizens.
Ongoing discussions with customer departments reflects in increasing preference for
pursuin� the Tnternet as an alternative to kiosks for elecuonic delivery of information to
citizens and other customers.
GOAL'7: Deploy the appropriate level of computing technology to each desktop and
workgroup to ensure that all City staff have the proper tools to accomplish their jobs.
SPECIFIC TASKS:
�Establish and maintain an accurate Cilywide im�entory of desktop computrng hardware
and software.
The City-wide inventory has been completed throu�h information associated with the
1997 and 1998 PC replacement projects, and information gathered from the desktop
software project. Maintainin� a complete and accurate inventory of this technology base
is important to allow IS to provide appropriate support and to minimize the costs of �n ����
licensin� and other administration. This inventory also allows us to plan for network �
changes and other infrastructure enhancements more effectively.
�Gather itformation on software licenses Citywide and irtilize volzrme purchasingwhere
possible.
Information gathering has been completed for WordPerfect with anticipated
implementation by June 1997. Information gatherin� on Novell network operating system
has been completed, with anticipated implementation of Novell 4.1 in IS, Fire, LTEP and
PED in 1497, usin� previously-budgeted funds. Remainin� departments using Novell will
be upgraded in 1998. In addition, the City is implementing virus scanning software (see
following objectives) which has been licensed on a Citywide basis, at a savings over our
former department-by-depart
ORei�iew options for desktop application s•oftware arid establrsh a corporate preference.
The study has been completed and a corporate preference of Corel word processing
package (WordPerfect) has been established. City staff who work with common desktop
applications indicate that there are large user bases only for word processin� and e mail.
Therefore, in the short term, IS intends to define an application preference only for those
two uses. Other desktop applications, like spreadsheets (Lotus or Excel) or databases
(Paradox), do not yet have enough users to demand a preference to ensure compatibility,
reduce support, or reduce licensin� costs.
� Initiate and complete the 1997 PC Replacement progrcrin.
The 1997 PC Replacement program was completed 5/20/97, and p1anning for the 1998
Replacement program has also been completed. This planning included communication to
departments and offices from IS about the mimbers of machines and per-machine
contributions that are anticipated for 1998. However, as the market continues to
fluctuate, the actual costs of the machines acquired for 1998 installation may change,
which could affect the overall numbers of machines the City buys and/or the contribution
for each. We will keep the departments apprised as we get closer to acquisition and
installation of the 1995 PCs.
Olnstall a�d use virz�s scanning sofhva�•e at 1he deskiop antl server.
Virus scanning software has been acquired and is being distributed, and virus signature
update files are bein� distributed periodically. Al] desktops and servers are expected to
have this software and update files by July. This tool reduces the risk of losing data or
damaainJ software and hardware. Previously, there were no virus scanning packages in
use consistently across the City to miti�ate Chis risk.
ODevelop a procedi�re to ens�rre that virus zipdale files are ir�stalled at the server and
client on a1l of 1he Cify's networ�ks.
8
This procedure has been developed. New viruses are constantly being introduced and q�'���
keepin� current is extremely time consumin�. This new procedure automates the update
process and si�nificantly reduces the time that technical staff spend to make sure that each
desktop machine is adequately protected.
GOAL 8: Lay the foundation for a positive, professionai work environment in which
technical employees feel supported, respected, chailenged and enthusiastic about their
job
SPECIFIC TASKS:
OEstablish the pr•ocesses for comn���nicating with staff on a regular basis to support
workload management and ensure open dialog between managers and staff
The followin� communication mechanisms have been put in place, and IS management
continues to be open to new ideas about expanding and improving the flow of information
within IS:
0 An IS web page was established in March with bulletin board, discussion forums,
trainin� news and project updates
0 Monthly staff meetings for personnel responsible for the Cityv✓ide technoiogy
infrastructure (commonly referred to as IS Core) have been established
� Meetings for all IS staff are conducted every 4 to 6 weeks
0 TS management meets individually with IS technical leads assigned to the departments
every 4 to 6 weeks
ODevelop a perforrncv�ce evaluation process ihat s�pports �he professional and technical
developmenl of stc�ff
A new performance evaluation form for IS staff has been designed, reviewed with
technical staff and department line managers, and is now in use.
DEstablish a formcrl training plan for eaclr technical em�loyee that enables them to
acconaplish iheir ca�rrent,joh responsibilifies as �n�eR ns enhance their professional ecsreer
gr'owth
Technical stafftraining plans have been induded in the individual Service Agreements.
Also, as part of the Department of Technology and Mana�ement Services' 1997 Strategic
Objectives, non-technical trainin� needs for all divisions, including IS, will be assessed. A
tailored approach for each division will be developed from that assessment, with the goal
being to desi�n training and development activities that enhance the divisions' customer
service skills and abilities to add value to customer operations. For IS, this training
approach will start with a workshop on Respect in the Workplace in June 1997, with an
expected follow up session focusing on team-building.
0
Council File #
Green Sheet #
RESOLUTiON
CITY OF SAINT PAUL, MINNESOTA
Presented By:
Referred To:
Committee: Date
g'_L- �_.
3t 30(�
/9
Whereas, as part of the 7997 budget process, the City Council placetl a porfion ofthe budgM for tAe Information Services Division of the Technology antl
Manageme�rt Services Departrne�rt iirto co�rtngenry, wnditional on a report of the progress of the new IS organaafion to the City Caunciy antl
Whereas, the Directar of the Deparhnerrt of Technology antl ManagemeM Senices, antl ffie Manager of Information Services have dxumentetl goals, specific
sho�ttesm tasks, anci evaluation uiteria, in a wock plan sAared with Council Mem6e�s, and
Whereas, f5 has successfuly documented and accomplished the goals setforth for the Gity Council fo�the first haR of �997, antl
Whereas, IS needs the release of the budget money placetl in cantingenry to cantinue its operation and progress WwaNS creatlng a healthy information
technology environment that supporls the attainmeM of city-witle sUategic goals, as well as deparhnent and office specific strategic goals. antl
Whereas, the Mayoy pursuant to Section tO.Old antl 10.07.4 of Ne City Charteq recpmmentls the follovring changes to the 1997 Atlop[ed Budget
for the City of Sai`R Paul:
CURRENTBl1OGET CHANGES AMENDEDBUDGET
C; _
GENERAL PUND (Traosfer)
TRANSFERFROM:
Technolo9Y and ManagemeM Services
Infortnation Services - CoMingent Reserve
007-07115-0548 Contingency
ToWI Transfer From
7RANSFER70:
Technology antl Manageme�A Services
InfortnaEon Services
001-01716-0111
001-07715-0121
001-07175-0147
001-01715-0161
001-01115-0162
001-07775-0219
001-07715-0221
001-011i5-0222
001-07115-0223
001-01115-0T27
007-0�115-0237
001-07715-0241
001-01115-0249
001-07175-0257
001-07115-0252
007-01775-0253
001A7175-0255
001-01N5-0256
001-01715-0261
001A7116-0275
OUt-01ttb�280
001-07N5-0282
001-01N5-0283
007-01ri5-0286
001-07115-0288
007-01N5-0297
U�7-04715�U299
001-01175-0338
001-07115-0347
001-07115-0369
1.379,979 (1,379,919)
(t,379,919)
760,623
15,805
28,A22
58.487
12,337
77,500
150
5,874
700
1,568
SU
2,8M
750
1,750
2,450
a,sso
378
25,7A1
725
7,853
10$245
27,798
:,soo
308
616
10,750
725
7,750
50
3,250
Page 1 of 2
862,666
1,799
732
71,500
750
5,814
700
7,567
50
2,872
750
1,750
2,450
a,sso
an
17,fi00
725
1.854
99,83&
27,799
z,soo
308
676
10,750
725
1,750
50
3,250
0
7,623,289
15,805
28f122
60,286
14,069
23,000
300
N,628
1,400
3,135
�oo
5,744
7,500
3,500
4,900
9,700
��
42�841
1,M`0
3,707
202,083
55.597
s,aoo
676
1,232
21,500
7,950
3,500
100
6,500
t`�8 G�18�9�
66
67
68
69
70
71
72
73
74
75
76
n
78
79
80
81
82
83
�
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
TRANSGERTO:
Technology and Mana9emeM Services
Infortnation Services
(continuetl}
001-0N75-0359
001-017'IS-p363
001-01115-0368
0 01-011 7 5 03 7 7
001-07915-0376
001-011t5-0387
U01-0t115-0383
001-01115-0A39
007-0t7'IS-0873
001-01775-0856
007-07115-0&57
001-07N5-0859
�� - �'10
752
15,W0
3,165
Sf700
150
3,200
702
20.5�797
4,500
19.044
20,27�
7,250
$794,661
TofalTransfer To
Total Budget
Generzl Funtl Net Change Because nf Transfer
Then, Nerefore, be it resolvetl, that the City Council releases fhis conEngency and approves these changes to the 1997 budget
Page 2 of T
Technology and Management Services
f
By:l�'���. G��
1,504
3t,000
6,330
16,800
300
6,400
7�G04
988,646
9,000
31,834
35,A36
14,500
2.794,664
Requested by Department of:
By:
Approve
�
Approval Recommended by Budget Director.
Form Ap�3rAv�ed by City
�
By:
By:
0
�-i8-9�
Sain�PaulBUtlgNOifice( qine N.WSERS�811DGETDEPTS�FINNNCE\123W1115RES.WH4 6/18/9])
7b2
ti.500
3,765
5.400
7W
3,200
702
242.853
4,500
12,790
15,165
7.250
1.379.919
Adopted by Council: Date °�S �qq7
,
Adoption Certified by Council Secretary:
q�t -'1'10
DEPARTMENT/OFFICEJGOUNCIL DATEINRIATED GREEN SHEE N� 31306
iC4A`hOIO "r � INITAVDATE - " � " - INITIAUOAiE
COKIACT PEq PHOICE O DEPAqTMEM DIRECfOR � CrtY CAUNdI
' "' ""- `�'�`� «��-• �� N YBERFON �CffYATTORNEY �•� �C(fYCLERK
MUST BE ON CqUNCIL AGENDA BY (DA7E� ROUTING O BUOGET DIRECTO � FlN. & MGT. SEFMCES DIR.
p� ��� ORDER O MAYOR (OR ASSISTMfT) O
G�
# OF SIGNATI3HE PAGE (CLIP ALL LOCATIONS FOR SIGNATURE�
ACfION REQUES7ED:
Approval of Council Resolution releasing the.nortion of the 1997 IS Budge£ placed in
contingency.
RECOMMENDnnONS: Approve (A) a Reject (RJ pEHSONAI SERVICE CONTRACTS MUST ANSW ER THE FOIIOWING QUESTlONS:
_ PI.ANNMG COMMISSION __ CIVIL SERVICE COMMISSION �� Has this persoNfirm ever worked under a contrad for this deparhnent? �
_ CIB COMMfREE _ YES NO
—�� — 2. Has ihis person/firm ever been a city employee?
YES NO
_ DIS7FlICi CAUA7 _ 3. Does Mis persoMirm possess a skill not normalty possessed by any curceM CM1y employee4
SUPPORTSWHICHCAUNCILO&IECTiVE? YES NO
Explain all yes answers on separate sheet and attach to groen sheet
INITIATING PROBLEM, ISSUE, OPPEJRTUNRY (WM, Whet, When, Where. Why)'
The City Council placed a portion of the 1997 IS budget in contingency conditional on a
report of orogress on the new ZS organization. At the beginning of the year, IS presenCed
Council with a list of goals for the first half of 1997. Tfie attached memo documents the
nrogress to date.
ADVANTAGESIFAPPflOVED�
Continued functionin� o£ the IS organ3zatien.
�ISA�VANTAGES IFAPPROVEO:
None. �
�u�a 1 � �sgl
DISADVANTAOES IF NOT APPiiO�ED:
Insufficient funds �oz techn7-ca1 salaries, services, supnlies and eq_uipment essential to
the daily operation of t$e City< Disruption of technology services to all customers
throughout City'offices.
TOTAL AMOUNT OF TqANSACTION S COSi/fiEVENUE BUDGETED (CIRCLE ONE) YES NO
FUNDIfdG SOUNCE AC7IVITY NUMBER
FINANCIAL INFORMATION: (EXPLAIN)
91-��0
CTTY OF SAINT PAUL
Norm Co%man, Mayor
To:
From
Date:
Re:
Counci] members
Martha Larson �
Cindy Mullan
June 18, 1947
DEPARTMENT OF TECHNOLOGY AND
MANAGEMENT SERVICES
Manha larson, Director
290 Crry Hall Te[ephone: 612-?66-8797
IS W. Ke(logg Bo<alevard Facsimi[e: 672-266$919
Saint Pmd, Minnesota 55102
Progress To Date: 1997 IS Strategic Goals
We are pleased to report on our progress to date in accomplishin� the 1997 strategic goais
of the new IS organization. As we have noted in earlier communications to you, we
recognize that we must be a dynamic, responsive organization that is able to anticipate and
adapt to constant change in our environment and customer needs. Therefore, unanticipated
priorities wili occasionally require us to focus on those immediate, unplanned needs at the
expense of accomplishing our stated workplan objectives_ Having acknowledged that, the
following remain our top priorities and focus areas. Some of these goals represent specific
activities and deliverables that will be accomplished within 1997. Others are more difficult
to quantify and measure, but represent very impartant evolutions in our culture and
mana�ement philosophy. All of our work in 1997 is underpinned by two principles: that we
apply technology to deliver City services most effectively, and that we maximize the return
on the City's investment in technology.
(Note: Only those tasks targeted for completion in the first half of 1997 have been included
in this status report.)
We have noted below a handful of significant efforts in the first part of 1997, which took IS
manajement and stafftime, that were not initially anticipated in creating our 1997 workplan.
We recognize that this is the nature of our operation - to be flexible enou�h to meet
demands for unanticipated services as well as those we planned for. However, the need to
keep our resources flexible and responsive is made a greater challenge when efforts like
those below require the amount of time and staff involvement that these have warranted:
1. Development of the 1998 Technology Initiatives bud�et, and inclusion of the
customer departments in this process
°1r1-1r1�
2. Assistance to the HR/payroll/benefits administration system replacement project team
in its planning and preparation for this major, multi year, enterprise-wide system
implementation
3. Assistance to LIEP in its oversi�ht and management of the ECLIPS project
4. Finalizing the City e mail policy (applicable to City staff and mana�ement)
5, Development and distribution of our survey to define the City's strategic direction for
use of the Internet
6. Kicking off our review and redefinition of technical titles and related position
descriptions
7. Coordinating and implementing a multi-department and office upgrade to Novell 4. ],
for Parks, PED, IS, LIEP and Fire
8. Assistance to Police and Libraries in addressin� network implementation and support
issues associated with new systems in their departments; this include reass n�nment of
current staffand assistance in hiring a new staffperson for Libraries
We also believe that we have made substantial progress toward accomplishing our
agaressive workplan and goals within the first half of 1997. We are especially pleased with
the learning process that's been reflected in the creation of the departmental Service
Agreements. We are developing a much better appreciation for the dynamic, somewhat fluid
nature of the shiftin� depaRmental priorities and demands for IS support, and how this
affects our ability to keep this initiatives movin� ahead. We are pleased at the level of
cooperation and support we have received from our customers - they are a demanding
group, by and large, but remain committed to working with us to achieve what we set out to
do with the IS reor�anization. They are an important arbiter of our success and instrumenta]
to helping us in our efforts to serve them better.
We hope that you will be satisfied with the results presented in this report, and will support
the accompanyin� resolution to release the second half of the 1997 IS budget from
contingency. If you have questions or comments, I would be more than happy to meet with
you to address them.
GOAL 1: Define the information services responsibilities of the new IS and
Departments �nd Offices.
SPECIFIC TASKS:
0 Work with Departments and Offices to create customized service agreements that define
IS expectations, the respansibilities of IS ar7d the responsibilitres of 1he
Department/Offrce
Martha Larson and Cindy Mullan have met individually with all departments' and offices'
management representatives. Final drafts of each agreement have been completed and
submitted back to our customers for their review and acceptance.. This exercise has been
productive and beneficial £or both IS and our customers, but has been more time-
consuming than originally anticipated. A particular benefit of these meetings has been that
we have identified a number of staffing and other resource issues that have been timely for
2
inclusion in various 1998 budget discussions. Completion and acceptance of Service 9 � ����
Agreements is anticipated in June. A sample copy of the draft Service Agreement form is
attached for your review.
�1 Estab7ish IS priorities and detailed workplans based on the initiatives identrfied in the
199715 budget and the service agreements
The Service Agreement discussions and on�oin� interaction with our customers have
helped us to identify potential projects and resource needs in the followin� areas: GIS, e-
mail policy, and use of/technical support for the InternedIntranet. IS staff have begun
work on those issues, startin� with definition of the City's strate�y for GIS and the
Internet and issuance of an e mail policy. In addition, IS has worked with the Police
Department, Libraries, PED and the City Fleet Manager in addressing staffing issues and
creative efforts to redeploy existing staff to help further their specific technology projects.
�Maintain good customer relations and seek feedback throz�gh a Department or Offzce
des�gnated liaison
Martha and Cindy have conducted meetings every 4-6 weeks with designated department
line mana�ers to explain the status of various IS projects as well as solicit topics for
discussion at future meetings. Furthermore, the Service Agreement discussions have taken
place primarily with those line manaaers and have allowed IS to demonstrate how its 1997
workplan activities affect each department and where they can participate in helping to
accomplish those Citywide IS objectives. Finally, a working group of DODs or their
desianees has been convened to assist in the development and prioritization of projects to
be addressed by the 1998 TechnoloJy Initiatives Fund. Their work will significantly
influence the 1998 budget to be submitted in June
GOAL 2: Plan, develop and maintnin a City-wide network that is accessibie, secure,
effective and re►iable.
SPECTFIC TASKS:
ODenelop cr network secvr•zty policy for the City
Preliminary work has bea n. A draft policy has been proposed, and IS staff are refining it
and developing an action plan for its implementation. When this is completed in August,
the policy will be communicated to the customer departments for feedback, to ensure their
support and that the proposed approach will work effective(y with their networks and
department-specific applications.
OAcquire and implement a fzrewall thnt szipports the City's securiry policy
Preliminary work has be�un on the firewall, which is hardware and software designed to
protect the City's internal systems and data from unauthorized access by outsiders through
linked networks and the Intemet. Potential products have been researched and analyzed.
A drafr strate�y has been proposed, and IS staffare refining it and developin� an action �1'����
plan for its implementation. This effort is bein� coordinated with the next objective
(strategy for providin� remote access). Implementation of the firewall is anticipated for
the fall of 1997.
�Denelop a City wide strategy for providing remote access capabilities to City Systems for
City staff
Preliminary work, includin� an inventory of current remote access points and methods is
complete. An assessment of appropriate technolo�y and equipment to meet the City's
needs has been completed. A strate�y for remote access is under development. Once this
plan and the firewall has been defined, IS will work with affected customer departments to
ensure that the new approach is properly implemented and that their end users are
adequately prepared for chan�es in how they access City and outside systems. Installation
of remote access capabilities is anticipated for the fall of 1997.
GOAL 3: Establish the process and principles for providing prafessional technical
assistance to City IS customers thlt is efficient, timely and cost effective.
SPECIFIC TASKS:
OAssen7ble a group of core and departmental lechnical staff to develop a centralized
cz�stomer sen�ices strategy
A cross-departmental group was formed under the leadership of Betty Swanson to
examine potential customer service needs and define the functional and technical
requirements. The goai of this group was to develop a recommendation on the best
approach for providing a centralized customer service approach.
DEva7uate and select an appropriczte help desk soh�tion, associated too7s and sta�ng
This cross-departmental group's report and recommendation are in final draft form and
wi(t be distributed Citywide by mid-7une. The repoR inctudes a product recommendation
as well as an implementation plan. This solution wi11 provide a central resource for
desktop support (PC installation and maintenance, connections, and a limited amount of
software support for common applications like WordPerfecT). In the past, This support
was provided by the fonner CIS division to certain departments and offices, while other
departments took care of their own needs individually. This led to diverse and inconsistent
levels of assistance across the City. We expect this resource to be used to supplement
those line department's IS staff, minimizing time spent by experieneed I5 staff dealing with
lower level maintenance and troubleshooting and maximizing their time available far the
department-specific applications and consultative work.
ODefine a s2rategy for assessing custonrer satisfaction; condz�ct a follow-zip to ihe
customer service survey last conducted ir� Jz�ly 1996
IS staff is examining the feasibility of using the Intranet to conduct the follow-up survey.
�
Survey planned for distribution in July. (The City's new Intranet page, operational as of q � ���d
the end ofMay, is available at http_Utheorb.)
OCortdvct a cr�stomer sernice trair�rng session for all employees in the IS divisron
An introductory workshop on "Respect in the Workplace" is scheduled for June. We
expect this to be the foundation for more in-depth trainin� and development efforts which
will focus first on skills needed to serve customers as part of cooperative, multi-
disciplinary teams. Other trainin� and development to enhance customer service-related
ski]]s and abilities will also be identified throu�h a department-wide analysis (planned for
the summer of 1997) of specific needs and opportunities.
GOAL 4: Develop a strategy to eliminate risk of losing critical data and standardize
backup and recovery operatio�s throughout the City
SPECIFIC TASKS:
�Innentory current backup sernices performed throarghoaat 1he City
The central Novell and Public Works backup services have been reviewed and
standardized. This simplifies backup service and enables IS to further consolidate those
services for more efficient administration.
OAssess the wectknesses and strengths of tfie cr�rrent backr+p practices
We are examining ways to combine backup responsibilities on network segments. By
taking over common support functions, department service representatives will be able to
do more value-added work on their department-specific systems.
�Assemble a groa�p of core and departrnental technical stcrff to Gegin assessment of city-
wide disaster recoi�ery plcros rn�d procedlrres
Throu�h the process of completin� the IS Service Agreements, we have identified
individuals responsibie for Department disaster recovery p(ans. These sta£f will be
surveyed in late summer regardin� current best practices in this area. TS expects to work
with the City's Emergency Management Team to coordinate development of this
component ofthe Citywide plan. Furthermore, IS worked with customer departments
durin� the preparations for the threatened AFSCME strike. This exercise allowed us to
identify a number of personnel, security and other issues, and potential solutions, that will
be addressed in the Cityv✓ide disaster recovery plan.
GOAL 5: Create a secure, stable and timeSy electronic mail environment
SPECIFIC TASKS:
OComplete implementation of current Gror�pWise project
GroupWise implementation was completed 4f27/97. All City departments and offices, � `' � -`O
with the exception ofPolice, Fire, and Libraries, now have GroupWise installed and in use
as their e mail systems. Use of this common application by most of the City staff eases the
administration and support for this system, which, along with our WordPerfect, is the
City's most commonly-used application and an important tool for employee productivity.
DAssemble a grozrp of core and departnaental techriical staff to denelop a strategy to
assess the strengths and limitations of the c7irrent system within the City
IS is planning to kick off this effort this summer. This evaluation will be led by a cross-
departmental group of technical staff, but will also incorporate a substantial amount of
input from non-technical e mail system users. This is critical because of the widespread
use and dependence on e mail by virtually all City users, and the integration and potential
of this essential function into the departments' daily operations. In particular, users vary
widely in their reliance on some of the additional features of GroupWise (calendars,
schedulers, routing, file transmission, etc.), so our longer-term strategy must address not
only e mail but this functionality as well.
L7Establish and nraintain an accurate, integrated address book
An integrated address book for all City departments and offices will be completed by the
end of June. Instructions for creating specia] personal address groups of mail recipients
outside the City were prepared and distributed to IS staffwho support customer
departments. However, the ability to do this more comprehensively and efficiently will be
a key criteria for evaluating the City's next e mail application.
OProvide �ngoing electronic inail mainzenanee
This service is provided by IS Core staf£, who support the GroupWise package. Fire,
Libraries and Public Works support their own individual e mail packages, but coordinate
with IS Core on the technical adjustments needed to ensure that e mail will be
sent/received between those departments and GroupWise users.
GOAL 6: Develop a consistent appro�ch for collecting, retrieving and maintaining
corporate data
SPECIFIC TASKS:
OConduct a pilot project which com�erts an existing npplicaiion to a more accessible
fo��nat
As the Council is aware, the City needs to remove all applications from the Prime
computer, because this hardware is obsolete and increasingly difficult to maintain. The
City's Fixed Asset Inventory system was selected for a pilot conversion project, due to the
size and on�oin� viability of this application. The data has been converted to Oracle tables
and moved to an NT server. IS staff are examininJ several user interFace options (ways
for City users to access and update this information}. Demonstrations will be conducted in a�." 1' `�
June.
ODevelop a City Intranet
The Intranet was extended to all City employees 5(14(97. It is accessibie at http:(/theorb.
A number of departments have established specific pa�es at this site, with a wide variety of
information about their operations, staff and ongoing projects. Citywide information
formerly sent via e mail can now be posted there to be�in reducing non-essential e mail
"clutte�". Feedback has generally been positive, and IS has hi�h expectations for the
increasing utility of the Intranet as a communication and transaction processing medium
for City business. Based on outcomes ofthe in-process Internet survey, we will have a
better sense of those uses and related technical support needs for the balance of 1997 and
1998.
ODefine the ca�rrent GIS (geographic info�•matron systena) environment in the Ciry and
provide recommendcttions that promote cost effective a�se of this technolo�
Brad Hendricks is working with technical staffand users across the City to identify GIS
needs and associated resource requirements. Based on these findin�s, a report describing a
City-wide comprehensive GIS strategy will be available by the end of June. This review
will focus on identifying current and near-term operatin� needs for GIS evaluating various
software tools, and defining a workable approach for accessing and maintaining the
underlyin� databases. Once the business case for GIS and its various applications has been
built, IS and the customer departments will work together to develop implementation
plans and allocate resources for this.
ODevelop a strategy for� mnking inforn�ation accessible to ihe citizens of St. Paul; examine
the feasibzliZy of pub7ie kiosks
IS is resolving technical issues surroundin� the use of kiosk equipment. Once this is
complete, IS will examine the feasibility of usin� kiosks to deliver service to citizens.
Ongoing discussions with customer departments reflects in increasing preference for
pursuin� the Tnternet as an alternative to kiosks for elecuonic delivery of information to
citizens and other customers.
GOAL'7: Deploy the appropriate level of computing technology to each desktop and
workgroup to ensure that all City staff have the proper tools to accomplish their jobs.
SPECIFIC TASKS:
�Establish and maintain an accurate Cilywide im�entory of desktop computrng hardware
and software.
The City-wide inventory has been completed throu�h information associated with the
1997 and 1998 PC replacement projects, and information gathered from the desktop
software project. Maintainin� a complete and accurate inventory of this technology base
is important to allow IS to provide appropriate support and to minimize the costs of �n ����
licensin� and other administration. This inventory also allows us to plan for network �
changes and other infrastructure enhancements more effectively.
�Gather itformation on software licenses Citywide and irtilize volzrme purchasingwhere
possible.
Information gathering has been completed for WordPerfect with anticipated
implementation by June 1997. Information gatherin� on Novell network operating system
has been completed, with anticipated implementation of Novell 4.1 in IS, Fire, LTEP and
PED in 1497, usin� previously-budgeted funds. Remainin� departments using Novell will
be upgraded in 1998. In addition, the City is implementing virus scanning software (see
following objectives) which has been licensed on a Citywide basis, at a savings over our
former department-by-depart
ORei�iew options for desktop application s•oftware arid establrsh a corporate preference.
The study has been completed and a corporate preference of Corel word processing
package (WordPerfect) has been established. City staff who work with common desktop
applications indicate that there are large user bases only for word processin� and e mail.
Therefore, in the short term, IS intends to define an application preference only for those
two uses. Other desktop applications, like spreadsheets (Lotus or Excel) or databases
(Paradox), do not yet have enough users to demand a preference to ensure compatibility,
reduce support, or reduce licensin� costs.
� Initiate and complete the 1997 PC Replacement progrcrin.
The 1997 PC Replacement program was completed 5/20/97, and p1anning for the 1998
Replacement program has also been completed. This planning included communication to
departments and offices from IS about the mimbers of machines and per-machine
contributions that are anticipated for 1998. However, as the market continues to
fluctuate, the actual costs of the machines acquired for 1998 installation may change,
which could affect the overall numbers of machines the City buys and/or the contribution
for each. We will keep the departments apprised as we get closer to acquisition and
installation of the 1995 PCs.
Olnstall a�d use virz�s scanning sofhva�•e at 1he deskiop antl server.
Virus scanning software has been acquired and is being distributed, and virus signature
update files are bein� distributed periodically. Al] desktops and servers are expected to
have this software and update files by July. This tool reduces the risk of losing data or
damaainJ software and hardware. Previously, there were no virus scanning packages in
use consistently across the City to miti�ate Chis risk.
ODevelop a procedi�re to ens�rre that virus zipdale files are ir�stalled at the server and
client on a1l of 1he Cify's networ�ks.
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This procedure has been developed. New viruses are constantly being introduced and q�'���
keepin� current is extremely time consumin�. This new procedure automates the update
process and si�nificantly reduces the time that technical staff spend to make sure that each
desktop machine is adequately protected.
GOAL 8: Lay the foundation for a positive, professionai work environment in which
technical employees feel supported, respected, chailenged and enthusiastic about their
job
SPECIFIC TASKS:
OEstablish the pr•ocesses for comn���nicating with staff on a regular basis to support
workload management and ensure open dialog between managers and staff
The followin� communication mechanisms have been put in place, and IS management
continues to be open to new ideas about expanding and improving the flow of information
within IS:
0 An IS web page was established in March with bulletin board, discussion forums,
trainin� news and project updates
0 Monthly staff meetings for personnel responsible for the Cityv✓ide technoiogy
infrastructure (commonly referred to as IS Core) have been established
� Meetings for all IS staff are conducted every 4 to 6 weeks
0 TS management meets individually with IS technical leads assigned to the departments
every 4 to 6 weeks
ODevelop a perforrncv�ce evaluation process ihat s�pports �he professional and technical
developmenl of stc�ff
A new performance evaluation form for IS staff has been designed, reviewed with
technical staff and department line managers, and is now in use.
DEstablish a formcrl training plan for eaclr technical em�loyee that enables them to
acconaplish iheir ca�rrent,joh responsibilifies as �n�eR ns enhance their professional ecsreer
gr'owth
Technical stafftraining plans have been induded in the individual Service Agreements.
Also, as part of the Department of Technology and Mana�ement Services' 1997 Strategic
Objectives, non-technical trainin� needs for all divisions, including IS, will be assessed. A
tailored approach for each division will be developed from that assessment, with the goal
being to desi�n training and development activities that enhance the divisions' customer
service skills and abilities to add value to customer operations. For IS, this training
approach will start with a workshop on Respect in the Workplace in June 1997, with an
expected follow up session focusing on team-building.
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