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10/03/2006 - Minutes (2) PROCEEDINGS OF THE CITY COUNCIL OF SALT LAKE CITY, UTAH WORK SESSION TUESDAY, OCTOBER 3 , 2006 The City Council of Salt Lake City, Utah, met in a Work Session on Tuesday, October 3, 2006, at 5 : 30 p.m. in Rooms 326 and 315, City Council Office, City County Building, 451 South State Street. In Attendance : Council Members Carlton Christensen, Van Turner, Eric Jergensen, Jill Remington Love, Dave Buhler and Soren Simonsen. Absent: Councilmember Nancy Saxton. Also in Attendance : Cindy Gust-Jenson, Executive Council Director; Edwin Rutan, City Attorney; Russell Weeks, Council Policy Analyst; Sylvia Richards, Council Research and Policy Analyst/Constituent Liaison; Janice Jardine, Land Use Policy Analyst; Gwen Springmeyer, Community Affairs Analyst; Jennifer Bruno, Council Policy Analyst; Cindy Rockwood, Council Senior Secretary; Roy Williams, Airport Executive Director; Sam Guevara, Mayor' s Chief of Staff; Rocky Fluhart, Mayor' s Chief Administrative Officer; Chris Burbank, Chief of Police; LuAnn Clark, Housing and Neighborhood Development Director; Louis Zunguze, Community Development Director; Joe Cyr, Salt Lake Police Detective; Bishop H. David Burton, Richard Edgley and Keith Mc Mullin; LDS Church, William Taubman, Taubman Company; Dan Lofgren, Cowboy Partners; Laurie Harmon, Harmon' s Grocery, Bob Farrington, Downtown Alliance; Bill Knowles, Omnibusman; Ken Cowley, Chief Information Officer; Richard Brady and Joe Rabo, Matrix Consulting and Chris Meeker, Chief Deputy City Recorder. Councilmember Buhler presided at and conducted the meeting. The meeting was called to order at 5 : 28 p.m. AGENDA ITEMS #1 . 5 : 28 : 22 PM RECEIVE AN UPDATE FROM H. DAVID BURTON, PRESIDING BISHOP OF THE CHURCH OF JESUS CHRIST OF LATTER-DAY SAINTS, REGARDING DOWNTOWN DEVELOPMENT. Bishop H. David Burton, Richard Edgley, Keith Mc Mullin, William Taubman, Dan Lofgren and Laurie Harmon briefed the Council with a conceptual electronic design presentation. Bishop Burton said the project was 20 acres or 2 1/2 blocks in the hart of Downtown Salt Lake City. He said City Creek would be re- introduced into a series of ponds, waterfalls and stream beds . He said demolition was scheduled for the first of November. He said the project was scheduled for completion in 2011 . #2 . 7 : 59 : 34 PM RECEIVE A BRIEFING REGARDING A MANAGEMENT AND PERFORMANCE AUDIT OF THE INFORMATION MANAGEMENT SERVICES (IMS) DIVISION. See Attachments 06 - 1 PROCEEDINGS OF THE CITY COUNCIL OF SALT LAKE CITY, UTAH WORK SESSION TUESDAY, OCTOBER 3 , 2006 Richard Brady, Joe Rabo, Ken Cowley and Sylvia Richards briefed the Council with a Power Point presentation. Mr. Brady said they were asked to look at how Information Management Service (IMS) organized service to customers and how IMS was organized as a division. He said most staff was interviewed as well as many users . He said an employee survey and a user survey were used for confidential input. He said a best management practice comparison was used as part of the study. #3 . 8 : 25 : 51 PM REPORT OF THE EXECUTIVE DIRECTOR, INCLUDING A REVIEW OF COUNCIL INFORMATION ITEMS AND ANNOUNCEMENTS . See File M 06-5 for announcements . The meeting adjourned at 8 : 32 p.m. Council Chair Chief Deputy City Recorder This document along with the digital recording constitute the official minutes for the City Council Work Session held October 3, 2006. cm 06 - 2 \1V tO r I MEMORANDU -M DATE: September 29,2006 TO: City Council Members FROM: Sylvia Richards,Policy Analyst RE: IMS Audit Min The Matrix Consulting Group submitted to the City the Final Report of the IMS (Information Management Systems) Division's Management and Performance Audit in July of 2006. Attached is a copy of the Final Report. The Scope of Work for the audit included an evaluation of the following items: 1. Strategic Direction of the IMS Division 2. Data Security 3. Systems Analysis and Design 4. Communication Services 5. Contracted Services 6. Customer Satisfaction with IMS Services 7. Help Desk Service Levels,Charter,Policies and Procedures 8. Adequacy of Support provided to End-users 9. Staffing Level 10. Core Business Applications and Automation 11. Technology Replacement Program 12. Billings to Users The following is a list of major findings from the Audit: 1. IMS does not directly charge departments the cost of developing in-house software. Departments pay only if off-the-shelf software packages are purchased,which creates incentives to ask IMS to develop in-house software. 2. Currently,IMS does not have a process to evaluate the cost and benefit of integrating systems across multiple departments or divisions. Customers generally direct the development of programs or systems without regard to the needs of the city as a whole. 3. The city does not have a steering committee of representatives from departments to facilitate cross departmental approaches to system integration and cost effective solutions to IT (Information Technology) needs. 1 The IMS audit proposes the following recommendations: Organization 1. Consolidate IT functions currently housed within the Airport (7 FTEs), and Fire Department(1 FTE) within the IMS Division. This would necessitate a reporting transfer of positions from the Airport and from the Fire Department to the IMS Fund on a reimbursement basis; therefore, no direct fiscal impact. A physical transfer of individuals may not be necessary. 2. Reorganize IMS operations: (a) consolidate the communication team into a new infrastructure team; (b) consolidate software engineering and technology consulting into one unit and add one executive manager to oversee both teams; (c) create a new policy and research unit initially staffed with one senior staff member to support technology planning,policy development and research. (Total estimated cost: $215,000) Long-term Technology Plan 1. Establish an IT steering committee composed of representatives from key departments. (No direct fiscal impact.) 2. Develop a strategic plan for information systems and technologies. (No direct fiscal impact.) Data Security 1. Identify back-up sites for business resumption in the event of a disaster;provide additional training to employees on disaster recovery; test elements of the plan periodically. (No direct fiscal impact.) 2. Add additional internal firewalls,increase redundancy,utilize storage area networks,and implement virtual networks. (Costs vary based on the technology utilized.) 3. Provide additional training on security policies to city employees; test security plans on a regular basis. (No direct fiscal impact.) Systems Acquisition and Analysis 1. Change the cost allocation model for software engineering system development. (No direct fiscal impact.) 2. Develop standardized project management tools;provide an itemization of costs and benefits of developing software in house. (No direct fiscal impact.) 3. Develop requirements for staff continuing education for a minimum 24 hours per year per staff member. IMS estimates that staff is receiving this level of training already;however,continuing education is not formally documented by the Division. (No direct fiscal impact.) Communications Services 1. Streamline the content management process currently used to update city websites. (No direct fiscal impact.) 2. Evaluate feasibility of implementing Voice over IP technology. (No direct fiscal impact.) 2 Customer Satisfaction 1. Formalize approach to customer service including steering committee and service level agreements with users. (No direct fiscal impact.) Adequacy of Support Provided to End Users 1. Evaluate core business applications to ensure appropriate levels of integration, eliminate duplication and enhance management information(May require additional funding.) Level of Staffing 1. Staffing is within benchmark standards (Matrix's). IMS staffing is a product of its service level commitment. A technology steering committee should review development projects for duplicate software applications and solutions that may be provided by outside vendors. (No direct fiscal impact.) Facilities 1. Identify potential back-up locations for disaster recovery and secure use agreements. (No direct fiscal impact.) Infrastructure Planning and Replacement 1. Formalize approach to software replacement and lifecycle analysis;make recommendations for outdated systems. (May require additional funding.) Billings to Users 1. The city should decide if full cost recovery from departments is desirable;user departments should be charged directly for software engineering costs to reduce the incentive to build in-house applications. (No direct fiscal impact.) 3 Management and Performance Audit of the Information Management Services Division CITY OF SALT LAKE CITY, UTAH matrix - 44 consulting group 2470 El Camino Real, Suite 210 Palo Alto, California 94306 v.650.858.0507 f.650.858.0509 July 24, 2006 TABLE OF CONTENTS July 24, 2006 Page 1 INTRODUCTION AND EXECUTIVE SUMMARY 1 2 PROFILE OF THE INFORMATION MANAGEMENT SERVICES 11 DIVISION 3 RESULTS OF THE EMPLOYEE SURVEY 60 4 RESULTS OF THE USER SURVEY 71 5 BEST PRACTICES ASSESSMENT 82 6 ANALYSIS OF THE INFORMATION MANAGEMENT SERVICES 116 DIVISION CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division 1 . INTRODUCTION AND EXECUTIVE SUMMARY The City of Salt Lake City, Utah engaged the Matrix Consulting Group to analyze the information technology services provided by Information Management Services Division (IMS). The scope of work was extensive and included the following elements: • Evaluate the strategic direction of the IMS Division. This includes an evaluation of the strategic direction of the IMS and its plans for use and deployment of technology. This includes plans for application portability and data transferability, service level expectations, etc. • Evaluate data security. This analysis focuses on evaluation of information security architecture, security policies and procedures, support for implementation of these policies and procedures, end user awareness training, the approaches used to mitigate hardware and software risks, environmental failures, network failures, physical security, network and configuration security, business continuity and disaster planning, backup and recovery, software licensing, antivirus software, etc. • Evaluate systems analysis and design. This step focuses on IMS documentation for application development and acquisition, the processes used to determine a make/buy decision, the extent of the existing backlog for application development, how systems and analysis staff allocate their time, the system development lifecycle, methodologies, project management standards and techniques, etc. • Evaluate communication services. This analysis will assess the communications infrastructure relative to present and emerging industry standards (cabling, hubs, data transmission methods, protocols, etc.), network support, short and long-term planning for network communication systems, communication standards, network monitoring tools, the fault tolerant capability of the network systems, the extent of"uptime", etc.: • Evaluate contracted services. This step involves an assessment of the services provided by contract and by in-house staff of the Division, sourcing strategies, existing contracts and whether this represents cost-effective outsourcing, the effectiveness of contract management, opportunities to expand contracting, etc. • Evaluate customer satisfaction with the services provided by the Division. This analysis focuses on documenting the satisfaction of customers with the Matrix Consulting Group Page 1 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division services provided by the Division through the use of a customer satisfaction survey distributed to top and middle management of the departments. This step also involves an evaluation of the IMS governance structure such as the use of customer advisory committee. • Evaluate the Help Desk. This includes an analysis of the help desk charter, policies and procedures, the level of service provided by the help desk, the technical skills and training of help desk personnel, the timeliness of the assistance provided to end users, the help desk calls and issues tracking system, etc. • Evaluate the adequacy of support provided to end-users. This involves evaluating the availability, quality, and facilities for training of end-users, the extent of standardization of software among personal computers, the length of time required to install new personal computers, the deployment and replacement strategies for personal computers, the control of "customization" of personal computers by the Division to reduce workload for Division workstation support staff, the standards for IT literacy of end users, strategies for supporting end users beyond desktop workstations, the system management tools available for IMS such as network monitoring, desktop inventory, desktop management, etc • Evaluate the level of staffing for the Division.This step involves the analysis of the authorized staffing for the Division using staffing metrics developed by the Matrix Consulting Group and other research organizations. • Evaluate the core business applications in place and the extent to which gaps remain in automation. This includes an analysis of the City's primary software applications and the extent to which these applications meet the needs of the end user, the extent to which these applications are underutilized, the extent of a planned strategic approach to business application acquisition, that applications are reliable, etc. • Evaluate the technology replacement program for the City. This step evaluates the lease agreements for desktop computes and how other cities handle lease agreements for desktop hardware, the attrition program for replacement of systems and software, hardware, the procurement process, the systems and methods used to manage inventories, the use of contractors for acquisition of equipment and supplies, the age of the phone system and whether upgrades would add value or increase efficiency, etc. • Evaluate billings to users. This includes the analysis of methods to bill users for services, budgeting information, IMS rates and charges and their adequacy. Matrix Consulting Group Page 2 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Matrix Consulting Group took a comprehensive approach to evaluating these issues. The steps taken included the following: • The project team met with City and officials to identify key service level issues, technology planning issues, and other key facets impacting service delivery. These interviews focused on key users of IMS services (i.e., City departments). • The project team met with the management team at IMS to discuss service level and planning issues, financial concerns, and organizational and operations facets of the organization. • The project team met with staff within IMS to understand operational details, organizational structure and reporting relationships, systems utilized, and key roles and responsibilities. • The project team collected documentation and data related to organization, management, strategic planning, workload, policies and procedures, budget, and other operational data. • The team developed a descriptive profile which summarized key organizational and operational facets of the IMS Division. The document was reviewed with IMS management and City officials. • The team distributed an employee survey and user survey to collect input regarding service levels, service provision, and customer service issues. • The team conducted a comparative survey of similarly sized IT agencies in the western United States to document operational and organizational facets. However, because of a very poor response to this survey, the project team took these results under advisement only and did not summarize these data in this report. • The project team prepared a diagnostic assessment of the IMS Division based on best management practices. This interim document was reviewed with IMS management for comment. Collectively, these steps provided the project team with a thorough understanding of IT service provision within Salt Lake City. Executive Summary The findings and recommendations made within this report are extensive. This executive summary highlights the key findings and recommendations made with respect Matrix Consulting Group Page 3 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the MS Division to information technology provision within Salt Lake City. While this report identifies a number of improvement opportunities for the City and the Information Management Services Division, the project team believes it is appropriate to highlight some of the key strengths of the Division and the approach to providing information technology within the City. (1) Strengths of the IMS Division While the primary focus of this study is on opportunities for making improvements, the project team also believes that it is important to identify areas in which the IMS Division is already meeting or exceeding performance targets and expectations. These are summarized in the points which follow: • The Salt Lake City IMS Division has been recognized by a number of IT organizations for its services, including the Center for Digital Government and the State of Utah, and has been recognized as a Best of the Web several times. • The IMS Division has developed a number of cutting edge applications which allow City Departments to operate more efficiently and effectively. • The Division utilizes a number of "best of breed" applications which provide sophisticated automation capabilities and increase the productivity of City Departments. • The Division is very customer service oriented and works to provide a high level of service to user Departments. Customer satisfaction rates are very high as evidenced in the user survey in Chapter 3, and in quarterly surveys conducted by IMS. IMS closely follows the results of these surveys to assess customer satisfaction. • The City and IMS have developed an efficient and effective approach to procuring and maintaining workstations, printers, and other hardware. The Corporate Rental Program is utilized by the majority of City departments. This program reduces the overall cost of computer acquisition and maintenance. • IMS is focused on ensuring data security. The Division has developed a specialized team which implements security systems, conducts testing, and develops policy to protect critical City data systems. The Division has also Matrix Consulting Group Page 4 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division developed a Business Recovery Plan which identifies how the Division will deal with threats to data security, business interruptions, and other contingencies. • IMS has developed a comprehensive set of policies which address critical topics such as acceptable use, network access, viruses, and other issues. • IMS meets or exceeds many best practices related to network and pc management, monitoring, and maintenance. • IMS provides a high level of training to City employees on several software packages. • Helpdesk workloads and response statistics are tracked on a regular basis. The Division has also established service level targets for responding to work order requests based on priority levels. • The City is well positioned to leverage Voice over IP (VoIP) technology to reduce land line charges for telephone service. The points above are not an exhaustive list of all of the strengths of the IMS Division. They are intended to demonstrate examples of key strengths within the Division which should be acknowledged before identifying improvement opportunities. (2) Summary of Improvement Opportunities and Other Recommendations This section provides a summary of the project team's findings, conclusions and recommendations for the Information Management Services Division. This summary is provided in the matrix, which follows: Fiscal Index Finding Recommendation Priority Impact ORGANIZATION 6.1.1 Information Technology functions Some of the IT functions within High $0 have not been completely other Departments should remain centralized. Several IT functions as organized due to the level of are organized under the Airport, specialization needed. However, Community Development the project team recommends that Department, Fire Department, IT functions currently housed Public Services Department, and within the Airport and Fire Public Utilities Department. Department should be consolidated within the IMS Division. Matrix Consulting Group Page 5 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Fiscal Index Finding Recommendation Priority Impact 6.1.2 The organizational structure of The IMS Division should High $215,00 the IMS Division is relatively flat. reorganize its operations as The current organization creates follows: (1)Consolidate the barriers to applications Communication Team into a new development and acquisition. Infrastructure Team; (2) Spans of control within the Consolidate Software Engineering current team organization also and Technology Consulting into vary widely. one unit and add one executive manager to oversee both teams; (3)Create a new policy and research unit initially staffed with one senior staff member to support technology planning, policy development, and research. LONG TERM TECHNOLOGY PLAN 6.2 The IMS Division does not have The IMS Division should High Covered an effective long term technology spearhead the re-establishment of in costs plan in place. In addition, the an IT Steering Committee above Division does not currently seek composed of representatives from broad input to develop a key Departments. This committee technology plan. should be charged with facilitating a long term, cross departmental approach to systems integration and cost effective solutions to IT needs. Departments need to view information technology as important resources as other resources for which they commit budgetary resources (e.g., other equipment,vehicles and facilities). The Information Management Service Division should develop a strategic plan for information systems and technologies. DATA SECURITY 6.3.1 The IMS Division should continue The Division should work to High $0 to develop an actionable business identify sufficient back-up sites for recovery plan. business resumption in the event of a disaster. In addition, IMS should provide additional training to employees on disaster recovery polices and test elements of the plan periodically to identify weaknesses. Matrix Consulting Group Page 6 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Fiscal Index Finding Recommendation Priority Impact 6.3.2 The Division utilizes a number of The IMS Division should take High Varies best practices to manage the additional steps to improve data City's network and ensure data security and availability including: security and availability. adding additional internal However, additional steps can be firewalls, improving fault tolerance taken to ensure safe, effective, by increasing redundancy, and efficient delivery of service. utilizing Storage Area Networks, and the implementation and use of virtual networks. The estimated cost of these changes will vary based on the technology utilized and the configuration of firewalls and virtual networking devices. 6.3.3 Policies and procedures are IMS should provide additional High $0 comprehensive and training on security policies to City contemporary. However, the employees. In addition IMS Division can make improvements should ensure that security plans to the current security measures are tested on a regular basis and and policies in place. policies and procedures are regularly updated. SYSTEMS ACQUISITION AND ANALYSIS 6.4.1 The Division does not have an The City should change the High N/A effective technology approval and current software acquisition evaluation process in place. process to capture the benefits of enterprise level solutions and ensure cost effectiveness. This includes re-establishing the technology steering committee comprised of department representatives and IMS managers and changing the cost allocation model for software engineering system development. The committee should take the lead in developing the acquisition plan, supported by IMS, and making recommendations for fulfilling these needs to the City. 6.4.2 The Division can improve The IMS Division should develop High N/A management of the current standardized project management software development process. tools to document business objectives,timelines, key deliverables, peer test plans and code audits, and track actual personnel utilization on development projects. This approach will provide an accurate picture of costs and benefits of developing software in house. Matrix Consulting Group Page 7 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Fiscal Index Finding Recommendation Priority Impact 6.4.3 IMS should work toward The IMS Division should develop High N/A increased training of software requirements for staff continuing engineering personnel to ensure education.As a guideline, the consistent service levels. There is Division should target a minimum an imbalance of skills among of 24 hours per staff member software engineering staff. This each year. creates problems with assigning projects which require use of new development platforms, particularly the new .Net platform. COMMUNICATIONS SERVICES 6.5.1 The Division should continue The City should streamline the Medium N/A efforts to revamp city web sites content management process and streamline the content currently used to update the City management process. website. 6.5.2 The City has developed an The City should establish a Medium N/A efficient data and voice network. committee, spearheaded by IMS, The City should continue to to evaluate the feasibility of pursue enhancements to the implementing Voice over IP communications infrastructure technology. including Voice Over IP. CUSTOMER SATISFACTION 6.6.1 While the Division provides a high The City and IMS should Medium N/A level of service to customers and formalize its approach to IT has measures in place to customer service. This includes measure and ensure customer the re-establishment of an IT satisfaction, IMS should formalize Steering Committee and the its service level goals with user development of service level Departments. agreements with user departments which balance their needs with those of IMS and the City. ADEQUACY OF SUPPORT PROVIDE TO END USERS 6.7.1 The Division is providing a high Make no changes to current N/A N/A level of service to user staffing and service levels Departments and has provided by the help desk. implemented a number of tools to manage pc support and maintenance. Matrix Consulting Group Page 8 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Fiscal Index Finding Recommendation Priority Impact CORE BUSINESS APPLICATIONS 6.8 While the Division has developed The City and IMS should evaluate High Variable a number of"best of breed" the core business applications applications to support user (e.g. CRM, Finance, GIS, Permit Departments, there are a number Management, Maintenance of duplicative systems in place Management, CAD/RMS, within the City and systems which eGovernment, etc.) to ensure are available from third party appropriate levels of integration, vendors. eliminate duplication and enhance management information. LEVEL OF STAFFING 6.9 Division staffing is within Matrix A technology steering committee High N/A Consulting Group IT staffing comprised of IMS managers and benchmarks and below the Department representatives Gartner Group benchmark. should review development While the Division is within IT projects to identify duplicate staffing benchmarks, IMS staffing software applications and is a product of its service level solutions that are provided by commitments. outside vendors. FACILITIES 6.10 The Division makes effective use The Division should continue to High N/A of facilities utilized for office work to identify potential back-up space and storage. Appropriate locations for disaster recovery and access and environmental secure use agreements. controls are also in place. Space is also appropriately distributed throughout the City. However, the City does not have effective back-up sites available in the event of a business interruption of service. INFRASTURE PLANNING AND REPLACEMENT 6.11 Overall, the Division has an The IMS Division should formalize High N/A effective infrastructure planning its approach to software and replacement plan in place. replacement and lifecycle However,the Division does not analysis. The Division should conduct formal, regular life cycle establish timelines for reviewing and technology needs software in use by Departments assessments. and evaluate system usefulness. The Division should make recommendations to the City and the technology steering committee for the replacement of outdated systems. Matrix Consulting Group Page 9 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Fiscal Index Finding Recommendation Priority Impact BILLING TO USERS 6.12 The Division does an effective job The City and the re-established High Variable of administering the PC rental technology committee should program which includes fees for develop a strategy and cross- new computer equipment and departmental commitment to this hardware support. However, the approach. Without a charge back current cost allocation system,operating departments methodology for software will not get a sense of the value of engineering creates incentives for information technology resources. user departments to develop At whatever the appropriate level software in house since they are determined, user Department not directly charged for in house should be charged directly for software development. software engineering costs to reduce the incentive to build in house applications. The project team recommended that IMS be consistent in how it evaluates the cost of software development and purchased packages so that the committee considers the cost of development in decisions to build or purchase systems. Matrix Consulting Group Page 10 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division 1 . PROFILE OF THE INFORMATION MANAGEMENT SERVICES DIVISION This chapter summarizes the current organization and operations of the Information Management Services Division. This document is organized into the following categories for a more comprehensive understanding of the current environment. • Organization and staffing; • Roles and responsibilities; • Summary of key policies; • Key performance indicators and strategic goals; • Financial summary; and • Technical summary. This information was developed through interviews with City personnel, various budget and financial reports, as well as other documents relating to organization, workload activity, statistical reports, general operations, etc. 1. ORGANIZATION AND STAFFING The Information Management Services Division is comprised of 60 full-time equivalent staff and 1 contract employee. The table below shows the number of personnel by position for the current fiscal year and the past two fiscal years. Matrix Consulting Group Page 11 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Position FY 2003-04 FY 2004-05 FY 2005-06 CIO/City Recorder 1 1 1 Deputy Director IMS 1 1 1 Software Engineering Manager 1 1 1 Technology Consultant Manager 0 1 1 Senior Technology Consultant 0 4 4 Technology Consultant 5 1 1 Data Base Manager 1 1 1 Senior UNIX Administrator 1 1 1 Network Services Manager 1 1 1 Chief Systems Engineer 3 3 3 Document Management Project Manager 1 1 1 Senior Systems Manager 1 1 1 Chief Software Engineer 3 3 4 Systems Manager 1 1 1 Corporate Web Master 1 1 1 Web Producer 2 2 2 Digital Content Producer 0 0 1 Help Desk Customer Service Manager 1 1 1 Senior Network Administrator 5 4 4 UNIX Administrator 1 1 1 Software Engineer II 1 1 3 Software Engineer 6 6 3 Network Administrator II 8 8 8 Software Developer 1 1 1 IMS Training Coordinator 1 1 1 Senior Network Services Specialist 1 1 1 Network Administrator I 2 2 2 Senior Help Desk Tech 1 4 4 Network Service Tech II 1 1 1 Help Desk Tech 4 1 1 IMS Accountant/Office Manager 1 1 1 Officer Facilitator I 2 2 2 IMS Inventory &Account Coordinator 1 1 1 Total 59 59 60 Contract Employee 0 0 1 As shown above, the Division's authorized number of staff has only increased by one position over the past three fiscal years. The organization chart that follows shows the reporting relationships and functional assignment of personnel within the Information Management Service Division. Matrix Consulting Group Page 12 — \ § � \ / 38 % 2 ® \ ; 4 j \ co 0 7 c « \\ ) \ 8 ; \ ° 1 \ j — ° g ) / © - / ¢ \ I I-¢ I •• Q ) \ . ƒ / M \ \® \/ \ ] 5 / CI 8 ® 2 ) . ■ 0 0 C 2 � . 2 38 / ¥ ) / / / - E � /» &2 ) � 0 . ( ( I § 2 \ y 6 w \ / - @ » \ C � \ \ \� / \ 0 § 2 ° ° ` V � z § CZ _ « / L7 _ _ 2 ) \ / ® ] / ct ƒ c \ 3 — \ u , \ ° + &) 2 / 0 k \ I ° k . f« &; e \ •qE « a o / : ] ) ) ) ; u � e « \ � • ® ) \ ° \ Z2 0 k _ � % � \ 0 = 0 I--. co z 7 = ! ® o � k ® } I } « ) � . Cr) \ \ . \] \ / -J A 2 \ g \ 2 \ g _ 0 / 0 \ ® C — f/ 0 0 � § £ � /2 = d / % . � � =� cii R � G � CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division As shown above, the IMS Division is comprised of six functional teams: PC/Server Support (22 staff), Technology Consultants Team (14 staff), Software Engineering Team (13 staff), Security/UNIX Team (3 staff), Front Office Team (4 staff and 1 contract staff), the Communications Team (3 staff), the Deputy Director and the Chief Information Officer. The next section describes the roles and responsibilities of each of these teams and assigned personnel. 2. ROLES AND RESPONSIBILITIES The table below describes the key roles and responsibilities of personnel within the IMS Division. Please note that the descriptions presented below are meant to highlight the key job functions performed by personnel and are not meant to be at the job description level of detail. Number of Function/Position FTEs Key Roles and Responsibilities Chief Information Officer 1 • Serves as the Director for Information Management Services. • Sets the strategic direction for information technology including computer systems, networks, and telephone systems—with input from City Council,Administration,and City Departments. • Develops and submits budget recommendations and monitor expenditure control during the fiscal year. • Develops information technology policies relating to automation of departments and intranet/internet issues. Establishes, revises, reviews, and communicates IMS policies. • Directs staff in developing goals, and objectives, and monitors staff progress. • Meets with various department heads and elected officials to discuss and define information technology needs. • It should be noted that the CIO also serves as the City Recorder for Salt lake City, responsible for official records and archives. Matrix Consulting Group Page 14 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Number of Function/Position FTEs Key Roles and Responsibilities Deputy Director 1 • Manages the day-to-day financial, administrative and operational programs of the IMS Division. • Works with the management team to develop information technology procedures and projects. • Manages the evaluation of new technology and recommends direction for such technologies. • Ensures smooth coordination of efforts between IMS sections and customers. • Handles personnel issues in the Division after first line supervisory level involvement. • Provides a lead role in financial services issues in the Division, including coordinating the budget, setting rates, procurement, etc. PC/Server Support Team Network Services Manager 1 • Manages the network computing functions including network administration and help desk services. Manages the work of staff by establishing objectives, assigning work,establishing priorities, monitoring completion and implementation of work, evaluating effectiveness and providing direction as required to ensure satisfaction of customers. • Establishes and implements data communication standards and assures documentation of network controls. • Prepares cost benefit and feasibility studies to evaluate proposed new network system applications and network acquisitions. • Defines the network technology, direction and strategy to maintain service levels and provide for system expansion. Leads the development of long- range network system development plans and coordinates with other staff to ensure the accomplishment of IMS goals and objectives. Matrix Consulting Group Page 15 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Number of Function/Position FTEs Key Roles and Responsibilities HELP DESK: Help Desk Customer Services 1 • The Help Desk Customer Services Manager Manager supervises day to day help desk operations Sr. Help Desk Technician 4 including personnel issues, planning and Help Desk Technician 1 scheduling work, and monitoring employee Network Administrator I 2 performance. The Manager will also handle calls. Network Administrator II 8 • Help Desk Personnel respond to calls for technical support from employees throughout the City with the exception of the Airport. Help Desk Technicians trouble shoot hardware and software problems over the phone and using remote control software. • Network Administrator I & II positions respond to technical problems that cannot be dealt with over the phone or by using remote control software. • Help Desk personnel resolve issues such as: printer set-up and installation, user accounts and network access settings, network problems, software installations and hardware set-up, email accounts, etc. • If a Network Administrator I or II cannot resolve an issue, it is referred to a Sr. Network Administrator. • Help Desk Personnel work staggered 8 hour schedules beginning at 7:00 and ending at 6:00 to ensure coverage of the help desk during business hours. • Help Desk Personnel share after hours on call duty. One person is assigned after-hours duty each week. • Staff each have collateral duties relating to,for example,tape back-ups, applications and data back-ups; purchasing; supplies;etc. Sr. Network Administrator 4 • Sr. Network Administrators administer the Windows and Novell networks across the City. • Monitor network performance and availability of network resources. • Ensure that patch and virus updates are installed. • Two Network Administrator II personnel also assist with network administration. Generally, 3 personnel are assigned to Microsoft servers,and 1 person supports and maintains the Cisco routers and switches. • Sr. Network Administrators work 8 hours days, 40 hours per week. Matrix Consulting Group Page 16 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Number of Function/Position FTEs Key Roles and Responsibilities Technology Consultants Team /Web Team Technology Consultant Manager 1 • Leads the technology consultant team with overall responsibility for ensuring the match of user needs and systems capability. • Provides direct oversight of the functions in this team, including customer relationship management, document management and web support. • Identifies and coordinates necessary training internally and externally. • Directly handles certain accounts or higher priority information management issues in the City(e.g., City Council, Management Services and Utilities). Technology Consultant Team: Sr. Technology Consultants 4 • Technology Consultants are each assigned to the Technology Consultant 1 following Departments: Police Department(1), Software Engineer II 1 Mayor's Office and Public Services (1), Software Engineer I 1 Management Services, City Council, and Public Utilities (1), Fire Department(1), Attorney's Office and CD (1). • Technology Consultants ensure that customer needs are being met by identifying solutions to department problems, developing specifications, and monitoring implementation of new software and hardware. TCs also coordinate the development of new applications with the Software Engineering team to ensure application specifications are met. • TC's meet regularly(at least monthly)with client departments to ensure the smooth interface of systems with operational needs. • Software Engineers provide support to large in house developed applications used by customer Departments. For example, one software engineer supports the CAMP, Remedy, and Access applications utilized by purchasing which monitors contracts, accounts payable and receivable, and encumbrances, as well as the Learning Management System which tracks continuing education data for City employees. • Software Engineers work 8 hour days,40 hours per week. Matrix Consulting Group Page 17 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Number of Function/Position FTEs Key Roles and Responsibilities Web Team: Corporate Webmaster 1 • The Web Team is responsible for administering the Web Producer 2 City's web servers,developing and designing new Chief Software Engineer 1 content and developing new web pages for Departments. • The Corporate Webmaster is also involved in production for SLC TV, the City's public access television station. • The Chief Software Engineer administers web servers and monitors web server usage and security. • Web Producers ensure that web content created by the Departments meets criteria developed by the Mayor and the City. • Members of the web team work 8 hour days, 40 hours per week. Document Management PM 1 • The Document Management Project Manager is responsible for assisting operating departments manage document management needs, including transition to imaging technologies; analyzes the feasibility and cost effectiveness of alternative techniques and technologies; functions as an advocate for budget and implementation purposes; researches new document management technologies. • Works 8 hours days,40 hours per week. Media Content Specialist 1 • The Media Content specialist is responsible for producing content for Salt Lake City TV. • This person also works on special projects such as the transition to digital TV as part of FCC requirements. • The Media Content specialist works under the direction of the Corporate Webmaster and Technology Consultant Manager. • Works 8 hour days, 40 days per week. IMS Training Coordinator 1 • The Training Coordinator manages training classes provided by the Division to city employees. These classes include Microsoft Office, GIS, Windows, and Telecommuting courses. • This person also coordinates training for IMS employees. • Assists help desk as needed. • Works 8 hour days,40 hours per week. Matrix Consulting Group Page 18 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Number of Function/Position FTEs Key Roles and Responsibilities Software Engineering Team Software Engineering Manager 1 • Manages day to day operations of the Software Engineering team,which is primarily responsible for developing applications and databases for operating departments in the City. • Handles GIS administration and management. • Monitors progress towards completion of projects, schedules projects and prioritizes and assigns workload. • Consults with customer departments, Technology Consultants and the Security Team to ensure customer needs are being met. • Advises staff and clients regarding the advisability of outsourcing development of applications in house or'off the shelf commercially. Database Administrator 1 • The Software Engineering Team is responsible for Chief Software Engineer 4 developing new applications for City Departments, Software Engineer II 3 maintaining and upgrading existing applications, and testing and implementation of systems. Software Engineer 3 • Three personnel are currently assigned to Public Software Developer 1 Utilities to work on the migration from the Informix database to SQL server. The conversion to SQL server is a process that is also occurring city-wide. • Two software engineers are also dedicated to support and development for the SLCPD. • In addition, 1 software engineers is assigned to the airport, 1 to GIS applications, 1 to database management, and 1 to web applications. • Other personnel within the team are assigned to projects based on workload and availability and area of expertise. • Work 8 hour days,40 hour per week. Matrix Consulting Group Page 19 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Number of Function/Position FTEs Key Roles and Responsibilities Security/Unix Team Sr. Systems Manager 1 • Manages day to day operations of the Security/UNIX Team. • Manages Unix replacement projects and security systems upgrades and replacement. • Ensures that team objectives are met and workload is handled relating to systems security, anti-spam and anti-virus issues. • Coordinates the City's security team of IMS staff and user departments • Develops policies and procedures related to security issues. • Performs systems audits for security issues. • Trains and advises operating departments on systems security issues. • Plans for replacement of UNIX servers and acquisition of security applications. • Prioritizes security and UNIX projects Sr. UNIX Administrator 1 • Responsible for administration and support of the UNIX Administrator 1 UNIX and Linux Servers. The City has four HP-UX server systems: financial system (IFAS), Police RMS and CAD systems, and Public Utilities financial system. • Responsible for management of firewalls, spam filters, and intrusion prevention systems. • Involved in replacement of upgrade of UNIX and security systems. • Manages UNIX system set-ups, directories, patches and upgrades. • Handles ongoing UNIX maintenance relating to databases, back-ups, etc. • Monitors and supports log servers, spam servers, firewalls, IDS and IPS systems. • Handles help desk referrals for UNIX issues; has after hours call out responsibilities are shared between the Unix Administrators. • Also participates in other activities of the Team, including security audits, penetration tests, firewall maintenance, web content filtering, etc. • Work 8 hour days,40 hours per week. Matrix Consulting Group Page 20 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Number of Function/Position FTEs Key Roles and Responsibilities Front Office Team Accountant/Office Manager 1 • Working closely with the Deputy Director, prepares budget reconciliations,cost allocations, enterprise fund accounting, and prepares budget estimates/ assists with the coordination of budget development in IMS. • Manages the IMS/City fixed asset account relating to information and telecommunications technologies. • Executes IMS decisions relating to procurement; handles accounts receivable and accounts payable • functions. • Monitors IMS internal controls. • Manages and supervises the front office team. Office Facilitator 2 • Provide administrative support to IMS including accounts receivable and payable, coordination and scheduling of outside training, reconciliation of cellular telephone billing, etc. • Performs special projects as needed. • Assists with day to day administrative duties including: phones, messages, maintaining files, etc. • Work 8 hour days,40 hour per week. IMS Inventory&Accounts 1 • Keeps inventory of all hardware issued by IMS to Coordinator City departments as part of PC Rental Program. • Manages equipment auction after expiration of rental term. • Prepares telephone (landline)billing for City departments. • Monitors all equipment received by the Division. • Work 8 hour days,40 hour per week. Contract Secretary 1 • Performs administrative responsibilities including handling phone calls, mail,filing,faxes, and other duties. • Assists with special projects as needed. • Work 8 hour days,40 hour per week. Matrix Consulting Group Page 21 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the lMS Division Number of Function/Position FTEs Key Roles and Responsibilities Communications Team Systems Manager 1 • Supervises staff in the installation, maintenance and upgrade of local area networks, wide area networks,voice networks and voice/data systems hardware and software. • Provides technical support for the voice and data communications system, including Local Area and Wide Area Networks and Systems Network Architecture. • Oversees the implementation and management of complex local and wide area networks. • Directs the analysis of user requirements, determines resources required and hardware/software options for a variety of voice/data communications projects. • Works closely with vendors and contractors to coordinate installation and maintenance projects and to identify and correct problems that may occur during start-up and operation. • Oversees the installation and configuration of a variety of voice/data cable and hardware elements, including hubs, switches, routers, remote telephone modules, CSUs, DSUs, and peripheral equipment. Sr. Network Services Specialist 1 • Plans, implements and manages voice/data network's infrastructure. • Establishes specifications for various hardware, software and transport media needed for efficient and reliable communications. • Advises network customer as to voice/data network constraints and their effects on systems design. Identifies development, enhancement and maintenance priorities for voice, data, software and hardware solutions • Serves as project manager on major voice and data network projects. • Supervises operation of voice and data communications network facilities. Responds to emergencies, diagnosing system failures and effects repairs. • Develops and maintains disaster recovery plan for voice/data network facilities. Matrix Consulting Group Page 22 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Number of Function/Position FTEs Key Roles and Responsibilities Network Services Specialist II 1 • Responsible for the installation of hardware and software associated with the maintenance of local area networks(LAN's)and voice mail communications systems. Will also determine if a contract for installation is more cost effective. • Manages the City's inventory of telecommunications equipment. • Directs and evaluates feasibility studies for new and enhanced communication systems. Designs, tests and evaluates LAN hardware and software. Reconfigures system components and devices to ensure optimal network efficiency. • Conducts ongoing evaluation of equipment types, compatibility, maintenance contracts, and technological updates to confirm optimal system services are provided in assigned areas. • Ensures that telecommunications standards and security are maintained in the City. • Is on call for telecommunications issues after hours. The next section provides information policies and procedures developed by IMS. 3. SUMMARY OF KEY POLICIES AND PROCEDURES The table that follows provides a summary of key policies and procedures related to use of information technology within the City. Subject Policy Description Acceptable Use Policies • Users may access only those files/directories to which they are granted permission. • Uses that disrupt or distract from City business, are illegal, cause harm to the City, involve the downloading of viruses or malicious program, or involve solicitation are prohibited. • Distribution and or download of information that is sexually explicit, presents a copyright infringement, presents religious or political lobbying, distribution of confidential information without authorization, is for commercial use, or is illegal is prohibited. • Passwords should be changed regularly and should not be based on easily discovered information. • Outlines the procedure for contacting IMS when an employee leaves or enters into employment with the City. Matrix Consulting Group Page 23 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Subject Policy Description Computer Viruses • Users must not intentionally write, generate, compile, copy, propagate, execute, or attempt to introduce any computer code designed to self-replicate, damage, or otherwise hinder the performance of any computer's memory, file system, or software. Such software is known as a virus, bacteria, worm,Trojan horse, and similar names. • Computer viruses can spread quickly and need to be eradicated as soon as possible to limit serious damage to computers and data. Accordingly, staff must report a computer virus infestation to the Security Administrator or Customer Support immediately after it is noticed. • To promptly detect and prevent the spread of computer viruses, all Salt Lake City Corporation's personal computers (PCs) and LAN servers must run integrity checking software. This software detects changes in configuration files, system software files, application software files, and other system resources. Integrity checking software must be continuously enabled or run daily. City Network Security Team • In response to an increasing number of well- publicized threats to the integrity of computer and communication networks, the City has developed this policy. Salt Lake Corporation will insure that the City data and communication networks are secure and reliable. Salt Lake City has responsibility for ensuring that data stored on its network servers will only be accessed by authorized personnel. • The Salt Lake City Network/Server Security Team will approve all modifications to the data and communication network.The Team will be directed by the CIO or his designated representative. • This policy applies to all computers, servers, software, PDA's,etc, that will be connected to or used by Salt Lake City Corporation's networks. It is implemented to help meet the requirements of due diligence in safeguarding and protecting the City's networks. Matrix Consulting Group Page 24 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Subject Policy Description Internet Guidelines • All internet information should be considered suspect until confirmed by another source. • All software and files down-loaded from non-City sources via the Internet(or any other public network) must be screened with virus detection software (see Virus scanning' procedure). This screening must take place prior to being run or examined via another program such as a word processing package. • All connections between Salt Lake City internal networks and the Internet(or any other publicly- accessible computer network)must include an approved firewall and related access controls. • In addition, all in-bound dial-up lines connected to Salt Lake City Corporation's internal networks must pass through an approved firewall. • All users wishing to establish a connection with City computers via the Internet must authenticate themselves at a firewall before gaining access to Salt Lake City Corporation's internal network. This must be done via an extended user authentication process approved by the Security Administrator. • Staff may not establish Internet or any other external network physical connections which could allow non- Salt Lake City users to gain access to Salt Lake City systems and information unless prior approval of the Security Administrator has been obtained. • All FTP(File transfers)between the Internet and Salt Lake City Corporation's network must be via a FTP proxy server located on the"trusted"side of the "firewall". Internal files must be moved to this server before they may be accessed by non-Salt Lake City Corporation personnel. Copyright Policy • Salt Lake City Corporation strongly supports strict adherence to software vendor license agreements and copyright holder notices. Users must not copy software provided by Salt Lake City Corporation to any storage media (i.e. disk, tape, etc.), transfer such software to another computer, or disclose such software to outside parties without written permission from the Director of Information Management Services (or appointee). • Copying or transferring of software is only allowed within the limits of the copyright, and to the extent at is legally considered "fair use" (backup, contingency planning)or with the permission of the author/owner. • If users make unauthorized copies of software, the users are doing so on their own behalf, since all such copying is strictly forbidden by Salt Lake City Corporation. Violation of this procedure is subject to disciplinary action. Matrix Consulting Group Page 25 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Subject Policy Description Contingency Plan • Information Management Services shall develop a contingency plan that covers critical systems in the event of a disruption of service. This plan will outline the recovery of service due to natural disasters (earthquake,tornado, flood, severe storm, etc), human intervention (sabotage, virus attack, hacker attack,terrorist attacks, operator error, etc.)and environmentally caused disruptions (equipment failure, software error,telecommunications network outage, electric power failure, etc.). This plan covers all computer infrastructure, software, data, and communications operated by City employees in the support of critical systems. • This plan will be formally documented by the Contingency Planning Coordinator. • The contingency plan,will be formulated by the Contingency Planning team constituted by the Information Management Services leadership team. The Contingency Planning team will create and maintain as part of the plan an implementation team with roles and responsibilities assigned. Testing and training will be under the direction of this team. • Training and testing of the plan will be conducted on a yearly basis or as required. This training will provide an implementation team ready to complete the responsibilities outlined in the plan. Testing will identify weakness and changes that may need to be corrected in the plan. • The IMS Division has developed this plan. Matrix Consulting Group Page 26 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Subject Policy Description Network Access • Access to Salt Lake City internal networks from remote locations including worker homes, hotels, and customer offices, must in all instances be approved in advance by the involved worker's immediate manager and the Salt Lake City CIO. Remote access is not a universal benefit and may be revoked for cause including job performance and non-compliance with security policies. • In strictly controlled situations, Salt Lake City does allow third parties to access internal networks and connected computer systems. Both the Owner of the information to which the third party will be given access and the project manager in charge of the third party's work must agree in writing to such access before it will be established.The decision- making process for granting such access may include consideration of the controls on the systems to be connected, the third party's security policies, and the results of a background check. • All employees (including third parties)are responsible for the activity performed with their personal network user-IDs,whether or not these user-IDs are connecting via external network facilities. Network user-IDs must never be shared with others. Network user-IDs may not be utilized by anyone but the individuals to whom they have been issued. Similarly,employees are forbidden from performing any activity with network user-IDs belonging to other individuals (excepting anonymous user=IDs like "guest"). • Whenever a computer network connection is established with a Salt Lake City internal computer or network from a location outside an official City office, and whenever this connection transmits either Confidential or Private information, the link must be encrypted or firewall protected. • Changes to Salt Lake City internal networks include loading new software, changing network addresses, reconfiguring routers, adding dial-up lines. With the exception of emergency situations, all changes to Salt Lake City computer networks must be documented in a work order request and must be approved in advance by the agency LAN administrator and/or ITS. Emergency changes to Salt Lake City networks must only be made by persons who are authorized by IMS. • Employees must not establish electronic bulletin boards, local area networks, modem connections to existing local area networks, or other servers for communicating information without the approval of the IMS Network Architecture Team. Matrix Consulting Group Page 27 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the lMS Division Subject Policy Description PC Standardization • In an effort to provide a more stable, higher quality PC and to reduce the cost of maintenance for the user, it is recommended that the City standardize on Compaq PCs. This will help us provide better maintenance by reducing the shear number of different PC brands we support and allow us to be certified experts in support on one brand instead of attempting to be a Jack-of-all-trades for many PC brands. It will improve the synergy between technicians on problem repair thus shortening repair times. In accordance with general guidelines for enterprise PCs, as set forth from the Gartner Group (a recognized industry analyst), organizations that standardize on an enterprise level PC will reduce the total cost of ownership and improve customer satisfaction. • This does not mean that a department cannot purchase a PC from another computer manufacturer. We will continue to support the current installed base of PCs. However, installation is streamlined and quicker than the normal install. Help Desk and onsite support will be more knowledgeable about the standard PC and therefore will be more able to provide efficient support. • The City has standardized on HP and Dell notebook computers. The City's experience with both notebook vendors has been extremely positive and they offer a broad range of features common to notebooks. They also have proven to be dependable, of high quality and reasonable price. Computer Room Access • Access to the computer room will be restricted to those who currently have access. Any requests for changes to the access cards or fobs to allow access to the computer room must be approved by the CIO or Deputy Director. • Computer room access will be reviewed every six months (December and June) of each year. If you need to provide permanent access for someone on your team that currently does not have access or perhaps a new employee please route your request through the CIO or the Deputy Director who will authorize the administrator to accomplish this, please don't ask the administrator with out prior authorization. Matrix Consulting Group Page 28 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Subject Policy Description Software Development Documentation The following documentation is required on all software engineering application development projects: • Project Specification: This is normally a Microsoft Word document which provides the business rules, requirements and the logical data structures for the application. • E-R diagram: An entity-relationship diagram of the schema for each application is developed. The diagram is developed using Power Designer, Visio, or Microsoft SQL Server diagram tool. The E-R diagram is kept updated as changes are made to the schema. • Application Flowchart: A flowchart diagram of the application is developed. This diagram is normally produced using Visio. The diagram shows a flowchart of the application screens and the major functions performed in each screen. • Application Description: A document describing the overall functions of the application. This document is usually produced using Microsoft Word. • Application Change History: A change history document is kept on each application project. All changes made to the application are recorded in the change history document. The customer requesting the change,data of the request, name of the software engineer(s) making the change, and a brief description of the change are the main information recorded. If the requested change/enhancement is considered major,the request is taken through the application development process as if it was a new application request. The next section provides information on the IMS Division's strategic goals and key performance indicators. 4. KEY PERFORMANCE INDICATORS AND STRATEGIC GOALS The IMS Division has developed a mission statement that highlights the broad purpose of the Division: The IMS Division serves Salt Lake City by providing reliable, secure, costs effective technology and related services. We proactively develop, research, and recommend the best technology to facilitate positive interaction with citizens and departments of the City. Matrix Consulting Group Page 29 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division We are a united team that provides the following best in class services which include: • Data & voice network • Training • Help Desk support • Software Design • Technical expertise • Audio/video service • SLCTV • Web Development • Service and support • Document management (1) Five Year Business Plan The Management Services Department, of which IMS is a division, has recently developed a five year business plan which outlines accomplishments and anticipated service demands, goals and objectives, and performance measures, for the next five years. The table that follows summarizes objectives and performance measures established within the five year plan for the IMS division: Customer Perspective Objective Provide more City services online by continuing to enhance the 7/24/365 Online City Hall. Complete 2 of the identified online services per year until all identified services are completed. Measures Annual Results & Targets 03-04 04-05 05-06 06-07 07-08 08-09 09-10 Results Results Target Target Target Target Target 1. Create one additional online 2 2 2 2 2 2 2 service setup on the City's WEB page each six months (started September 2001), until all identified services are completed. In FY 2004-05 the two services added were VAWA (Violence Against Women Grant) crime tracking system, and Building Permits Inspection Scheduler. In addition, the five-year business plan highlights the key accomplishments for fiscal year 2005. These include completion of the following projects: Matrix Consulting Group Page 30 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • Interactive Voice Recognition (IVR) project for Inspection scheduling, filing inspection reports, and providing the results of the inspections to the citizens. A web application providing similar features was implemented as well. IVR system installation for the Justice Courts. Wiring upgrades for additional sections of the City and County Building and the remaining floors in the Public Safety Building were completed this past year; • Installed an additional layer in the email spam filter. This reduced the amount of spam getting to our customers; • Completed software projects for the web and internal systems. Among those are the following: VAWA (Violence against Women) crime tracking system Building Permits Inspection Scheduler • Since January of 2005 IMS has completed 32 AudioNideo projects many of which aired on the SLCTV channel involving over 435 hours of filming crew time; • Began a Downtown Wireless project provided by XMission. This project provides free public wireless access down much of Main Street, in Liberty and Pioneer parks, and the Gallivan Center; • Migrated most of the remaining systems to the new Data Base leaving only a few others. The Five year business plan also sets out expected changes in service demands over the next five years. These include: • Internet usage and the number of services provided on the Internet will continue to increase as part of the goal for a 7/24/365 Online City Hall. This will require the Division to provide additional software development, software maintenance, and network maintenance; • Growth in wireless services continues to improve and decrease in cost. City workers in the field currently doing manual paperwork, tracking and monitoring will be moved to wireless services that reduce or eliminate double entry work; • Increased need to provide wireless services to citizens especially in public areas of our buildings such as conference rooms and hallways; • Audio/video projects will likely continue to increase. This has been an extremely popular service that fills an important need; Matrix Consulting Group Page 31 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • IMS expects an increase in Interactive Voice Recording requirements over the next few years. A project for the Courts system is complete and others are expected to take advantage of this popular service; • Demand from the citizens for web based services will require modifications of existing systems and creation of new systems; • Complexity in the network continues to increase with needs to protect, manage, and monitor our network and every PC within the network. The IMS Division plans to deal with these future demands by performing the following: • IMS will implement new tools and refine procedures to increase productivity of our software development and network staff. These tools and procedures will help with the expected increase in Internet systems and network load; • XMission is implementing their public wireless solution for downtown areas. The implementation of this project is schedule for early in the first quarter of FY 2006; • IMS will continue adding wireless access to areas of the City and County Building and other buildings as funds allow. We are looking at additional solutions for public access to wireless solutions in public areas for some of the major buildings; • IMS received budget for funding increases for Salt Lake City cable television (SLCTV) that will fund a staff member and additional tools needed for this service; • Continue to recommend the PC rental program to standardize PCs and reduce maintenance requirements; • Infrastructure needs for a highly-reliable/high-speed network and 7/24/365 Online City Hall and to provide a system that will support the increased load expected within a stable environment will require an annual infrastructure budget of $1,001,500 for FY 2007, $1,001,500 for FY 2008, $1,001,500 for FY 2009, $1,001,500 for FY 2010 and $1,001,500 for FY 2011. This is approximately the same level of funding as the previous several years. • Wiring upgrades in City buildings are an ongoing project, started in FY 2002, to improve the city infrastructure, and will continue through FY 2006. This project improves the performance of the network overall and prepares us for new services. These wiring upgrades will also be funded by the infrastructure budget. The next section summarizes network architecture. Matrix Consulting Group Page 32 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division (2) Network Architecture Document The IMS Division also develops five year budget plans which summarize personnel and revenue needs and highlights key infrastructure improvement needs. In order to evaluate and prioritize infrastructure needs, IMS created a team to identify critical network architecture needs in the near future. The process for creating the team and developing recommendations is summarized by the following points: • In the summer of 2005 IMS created a team consisting of the IMS staff to evaluate Infrastructure, both software and hardware and to create a Network Architecture Document that would provide the technology infrastructure to lead Salt Lake City Corporation through the coming years. • This team worked diligently to create the NAD document that was presented to the Leadership team (consisting of the CIO, Deputy Director, and Team Managers) in September 2005 for approval. • The document was approved, prioritized and became the budget plan for the Infrastructure in 2006. Infrastructure replacement items were then added to the final projections. • This document also is supported in the 5-year budget plan and will continue to evolve and drive this budget as each year is adjusted to the funds available. • The Leadership team reviewed each of the items on the document and received detailed presentations from staff on many of the most crucial projects. Each of the items in the document has supporting documentation including research conducted, testing plans, implementation plans, and training. This process resulted in establishing the following goal and functional requirements: Goal: A network that is reliable, secure, cost effective, no single critical place of failure, no critical single point of failure, all critical data backed up, streaming media, system supported policies, software compliance, and ease of use. Functions: 1. Remote control (A) 2. Patch management (A) 3. Hardware Inventory (A) 4. Software Inventory (A, E) Matrix Consulting Group Page 33 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division 5. Fixed assets (A) 6. Software Distribution (A) 7. Network Access Control (I) 8. SPAM control (D) 9. Remote Access (H) 10. Application Performance Monitoring (E, F) 11. Server Service Monitoring (E) 12. Server Event Log Monitoring (E) 13. Server Hardware Monitoring (E) 14. Network Capacity Management (B) 15. Profile Migration (A) 16. OS Deployment (A) 17. Policy Enforcement (user, system) (G) 18. Software Metering (A, E) 19. Software Restriction (only licensed software installed) (A, E) 20. Intrusion Detection/Prevention (C, 0) 21. Virus/Trojan Prevention (C, M) 22. Mailware (C, D, M) 23. Network Segmentation (I) 24. Identity Management (K) 25. Archive/Restoration of Data (L) 26. Failover for Systems (N) 27. Printer Management (J) 28. Deliver multimedia content to the desktop (P) 29. Change Management (Q) Modules: (Required to complete the above functions) A. Desktop Management (1, 2, 3, 4, 5, 6, 15, 16, 18, 19) B. Network Monitoring System (14) C. Firewall (20, 21, 22) - Perimeter - Host-based - Workstation-based D. Spam Filter (8, 22) E. Server Management Suite (2, 3, 4, 10, 11, 12, 13, 18, 19) F. Application Monitoring Suite (10) G. Active Directory Group Policy Editor (17) H. VPN (9) I. Switch Management (7, 23) J. Print Server Appliance (27) K. Single Logon/Biometrics (24) - Fingerprint Scanners - Token - Proximity Cards L. Document Management and Retention (25) M. Enterprise Antivirus Solution (21, 22) Matrix Consulting Group Page 34 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division N. Disaster Recovery (26) O. Intrusion Detection System (20) P. Multi-media servers (28) Q. Change Management System (29) It should be noted that a number of the functions identified above have been achieved with the purchase and implementation of LANDesk software. This application allows remote access to workstations, application metering and monitoring, network monitoring, and a number of other features. 5. FINANCIAL SUMMARY This section provides information on the IMS division's budget and the cost allocation model used to operate as an internal service fund. The table, below, shows the division's revenues over the past five fiscal years by cost center: Rev. by Cost Center 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 Actual Actual Actual Actual Actual Budget IFAS 172,866 176,223 179,577 183,795 197,699 178,994 Network/Infrastructure 2,769,220 3,570,730 3,669,016 4,141,575 3,491,098 3,229,882 Software Engineering 1,825,878 2,217,598 2,254,474 2,197,473 2,467,270 2,862,751 PC Rental Program - - - - 431,773 423,179 SLC Data Proc. 111,448 69,634 55,095 35,405 7,135 20,000 Tel.Administration 30,133 16,724 13,467 11,605 12,594 - Telephone 920,258 978,546 978,727 973,585 974,214 947,468 Web 219,307 242,106 260,211 - 3,527 - SLC TV Video Proc. - - - - - 119,066 IMS Administration 4,334 422 142 1,168 289 - Technology - - - - 11,436 16,937 UNIX - - - - - - Total $6,053,444 $7,271,983 $7,410,709 $7,544,606 $7,597,035 $7,798,277 As shown above, the Divisions estimated revenues for FY 2005-06 are approximately $7.8 million. The table above also shows that the largest sources of revenue come from the Network/Infrastructure cost center (41%) and the Software Engineering costs center (37%). The table shown below illustrates the dollar and percentage change in revenues over the past five years and one year: Matrix Consulting Group Page 35 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Revenues by Cost Center FY 01 —06 FY 01 -06 FY 05 -06 FY 05 -06 $$ Change % Change $$ Change %Change IFAS 6,128 4% (18,705) -9% Network/Infrastructure 460,662 17% (261,216) -7% Software Engineering 1,036,873 57% 395,481 16% PC Rental Program 423,179 (8,594) -2% Salt Lake City Data Processing (91,448) -82% 12,865 180% Telephone Administration (30,133) -100% (12,594) -100% Telephone 27,210 3% (26,746) -3% Web (219,307) -100% (3,527) -100% SLC TV Video Processing 119,066 119,066 IMS Administration/Overhead (4,334) -100% (289) -100% Technology 16,937 5,501 48% UNIX - - Total $1,744,833 29% $201,242 3% The following points summarize the information above: • From FY 01 to FY 06, revenues collected by the IMS internal service fund are expected to increase by approximately $1.7 million or 29%. This represents an average annual growth rate of approximately 2% over the five year period. • From FY 05 to FY 06, revenues are estimated to increase by approximately $200,000 or 3%. • The largest increase in revenue, over the five year period, is expected to come from software engineering which will increase by over $1.0 million or 57%. • The largest increase in revenue, over the one year period, on a percentage basis, is expected to come from Data Processing at 180% (a cost center which represents interest revenues). • The largest increase in revenue, over the one year period, on a total dollar basis, is expected to come from Software Engineering which is expected to increase by just under$400,000. The next table, that follows, shows expenses over the same period by cost center: Matrix Consulting Group Page 36 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Expenses by Cost Center 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 Actual Actual Actual Actual Actual Budget IFAS 123,738 7,580 99,653 152,254 (1,122) 178,994 Network/Infrastructure 2,244,330 3,361,498 3,219,281 3,039,731 2,462,013 2,667,664 Software Engineering 2,037,306 1,921,474 1,071,297 1,182,462 1,201,217 1,323,740 PC Rental Program - - - - 232,888 225,000 Salt Lake City Data Proc. (3,539) (31) 100,016 - - - Miscellaneous - 120,647 - - - - Telephone Administration - - - - - - Telephone 655,822 698,740 886,354 789,316 811,872 852,387 Web 88,464 109,943 488,726 451,206 459,559 389,554 SLC TV Video Processing - - - - 3,456 76,820 IMS Administration 609,317 578,521 761,140 791,162 706,865 479,402 Technology - - 917,938 935,905 954,790 1,025,761 UNIX - - 335,132 374,024 441,872 395,779 Total 5,755,438 6,798,372 7,879,537 7,716,060 7,273,410 7,615,101 As shown above, budgeted expenditures for fiscal year 2005-06 are approximately $7.6 million. Of this amount, the largest components are Network/Infrastructure at 35% and Software Engineering at 17%. The next table shows the dollar and percentage change over the period FY 2001 to FY 2006 and FY 2005 to FY 2006: • Expenses by Cost Center FY 01 -06 FY 01 -06 FY 05 -06 FY 05 -06 $$ Change %Change $$ Change %Change IFAS 55,256 45% 180,116 -16053% Network/Infrastructure 423,334 19% 205,651 8% Software Engineering (713,566) -35% 122,523 10% PC Rental Program 225,000 (7,888) -3% Salt Lake City Data Processing 3,539 -100% - Miscellaneous - - Telephone Administration - - Telephone 196,565 30% 40,515 5% Web 301,090 (70,005) SLC TV Video Processing 76,820 73,364 2123% IMS Administration/Overhead (129,915) (227,463) -32% Technology 1,025,761 70,971 UNIX $395,779 -$46,093 -10% Total $1,859,663 32% $341,691 5% The following points summarize the information above: Matrix Consulting Group Page 37 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • From FY 01 to FY 06, expenses are expected to increase by approximately $1.9 million or 32%. This represents an average annual growth rate of approximately 2% over the five year period. • From FY 05 to FY 06, expenses are estimated to increase by approximately $342,000 or 5%. • The largest increase in expense, over the five year period, is expected to come from the technology cost center which will increase by over $1.0 million. • The largest increase in expense, over the one year period, on a percentage basis, is expected to come from SLC Video Processing at 2,123%. • The largest increase in revenue, over the one year period, on a total dollar basis, is expected to come from which is expected to come from Network/Infrastructure at approximately $206,000. The IMS Division has developed cost allocation procedures to recover the costs of operation. This includes direct billing to departments within the City for direct costs such as PC rentals and maintenance through the PC Rental Program as well indirect costs for software development and technology consulting. The following points summarize the procedure for allocating various costs to customer departments: • The IMS Division operates the Corporate Computer Equipment Rental Program whereby city departments can pay monthly fees for desktop computers, monitors, printers, and other equipment. These charges are billed directly to the respective departments. Each piece of hardware has a replacement cycle: PCs are replaced every three years, laptops every three years, monitors every five years, printers every four years, etc. IMS purchased inventory directly from the vendor and charges a rental fee to each Department. Examples of the current costs for various equipment is as follows: - Flat Panel Monitor (17") $8.50 per month ($102 per year) including maintenance. - HP DC7600 Desktop (3 year term) $34.00 per month ($408 per year) including maintenance. - HP DC 7600 Desktop (2 year term) $50.00 per month ($600 per year) including maintenance. Matrix Consulting Group Page 38 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division HP Laser Jet Printers (4 year term) $42.00 to $69.00 per month (depending on model) including maintenance. Maintenance is provided on equipment purchased directly by Departments at a cost of$12 per month for PCs and $5 per month for printers. • IMS personnel time allocation reports are generated to determine the percentage of time spent providing network services and software engineering for general fund or non-general fund departments (e.g. Public Utilities, Airport, Fleet, Golf, Sanitation, and Redevelopment). • Network Administration cost allocations are determined by summarizing all costs for Network Administration (salaries, benefits, equipment, services, etc.) and then allocating these costs based on number of PCs supported by division. Costs are allocated to the general fund as a lump sum, while costs to enterprise funds are allocated by department. • Software Engineering costs are allocated based on percentage of time spent by IMS personnel engaged in software engineering (this may include technology consultant, web team personnel, software engineering, and security/UNIX personnel). Personnel assigned to the Airport and Public Utilities are broken out separately. The total number of hours spent servicing the general fund, and non- general fund departments are calculated and multiplied by the annual labor rate (typically the network annual labor rate which is equivalent to total annual network costs divided by the sum of employees providing network support). • Annual telephone cost allocations are done as follows: An updated report is generated from Order Pro for each Salt Lake City Division/Department identifying all lines, modems, equipment, special circuits, DSL, T-1 maintenance, or time and materials associated with the Division/Department. Charges are allocated directly to each Division/Department. Other support costs are allocated directly to Departments/Divisions based on usage and or benefit. Examples of these additional services provided include: imaging, support of non-core software, support of hardware not purchased through the Computer Equipment Rental Program, training on non-core software, and others. 6. TECHNICAL SUMMARY This section provides information on the systems in use by the City of Salt Lake. The first section provides information on applications supported by IMS. Matrix Consulting Group Page 39 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division (1) Applications Support and Developed by IMS The table, that follows, shows purchased applications supported by the IMS division: Department/Division System Name System Description Fire FDM Fire dispatch and records Fire First Watch Spots trends in CAD and PROQA for possible terrorist/arsonist,etc. Fire ProQA Automates Dispatch protocols Fire FATPOT AVL Automatic vehicle location (Purchasing in December 2005) Fire Quick Access Plan (QAP) Building access plan information. Management Services IFAS Finance, purchasing, asset tracking, etc. software Human Resources Performance Impact Tracks employee goals and evaluations. Human Resources Pathlore Tracks training. IMS Remedy Work Order Tracking Public Services Kronos Time keeping system Police OSL Time keeping system Police Versadex Police CAD and Records management Police AFIS Fingerprint System Public Utilities Cityworks Work Order System Public Utilities SCADA Water System telemetry system Airport Airport Time Keeping System Time keeping system Courts JEMS Justice Courts management system Citywide Millennium Security Security system in many of the city buildings. Citywide Crystal Reports Report generating system Citywide Hummingbird Document management Citywide Alchemy Scanning & imaging software Fleet Fleet Faster System Track maintenance on vehicles Public Services Famtrack Tracks work orders. Golf Fairway Systems Golf reservation system Parking Autovu Track parking tickets. HAND —Rehab SS&C Loan Tracking Program Prosecutors Prosecutor Dialog Prosecution office management program — supplied by the State Attorney—Risk RiskMaster Risk management program As shown above, IMS supports a diverse set of applications purchased from outside vendors. The next table shows additional purchased systems supported by IMS. These applications represent "core" City software applications: • Microsoft Office (Powerpoint, Word, Excel, Excel Outlook) • Operating Systems (Mostly Windows XP) • Custom Built Applications (Powerbuilder, Internet) Matrix Consulting Group Page 40 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • Databases (Informix and SQL) • IFAS • Folio • Unix • Internet • Security Applications Finally, the IMS Division supports software applications developed in-house for various customer Departments. This list is quite extensive. As a result it is attached to this document as Exhibit 1. In addition to those applications identified above, IMS is currently working on a number of projects. Projects scheduled to be completed within the next few months include: Web Projects Due in the Next 30 Days DATE Dec 2005 Application Department Application Description In Out Board Citywide App to allow departments to keep track of employees. Credit Card Payment Engineering Add the capability to pay for a permit fee by credit card or electronic check in to the Engineering Permits Online application. Camp Encumbrance and Purchasing Migration of camp encumbrance and payment to the Payment web. Internal Projects Due in the Next 30 Days Application Department Application Description Active Directory Sync IMS A process that will extract personnel info from city databases and populate the active directory structure. Court Disposition Police Update court disposition to RMS. Public Utilities IVR Public Utilities Interactive voice response system for public utilities. The process o f migrating the database for an Data Base Migration Citywide application from Informix to Microsoft SQL Server. A system to automat creating, reviewing and filing domestic violence cases by the Police Department PROMIS Police and the City Prosecutor's office. Conversion to SQL Server Public Utilities Rewrite of 4GL programs using PB data windows, C programs, etc. Matrix Consulting Group Page 41 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Internal Projects Due Next Quarter Application Department Application Description Alchemy 8.0 Migration Citywide Upgrade all Alchemy licenses- Recorders, Pub Util.,Water Rec., Council, Permits, Licensing to release 8.0 Hummingbird Enterprise Citywide Implement Hummingbird as an enterprise document management solution available to any department. A number of other projects are also scheduled to be completed after the first quarter of 2006, and several are on hold status. (2) Firewalls and Security Applications IMS uses a number of security applications to protect the city's network. The following points summarize the security measures / applications currently in place: • The City has deployed several firewall systems for network security. • IMS has deployed an internal network firewall system that is still being configured and implemented. This system will eventually protect high value internal servers and databases. • All firewalls log activities to one of several log servers. These firewall events are monitored and analyzed by the three (3) members of the Security Team. Firewall activities logs are maintained for three (3) years. • The City also employs several network and host based intrusion detection (IDS) and intrusion prevention (IPS) systems as additional security monitoring systems in addition to the perimeter protection available from the City firewalls. This is considered part of the City "defense in depth" layered security strategy. These systems monitor network and host traffic for probing, misuse or malicious acts. Depending on the activity detected, the systems will notify administrators primarily by means of the specific systems graphical interface and in some cases immediately prevent the continued action or intrusion prevention. • IMS also utilizes a spam filter to reduce the potential threat from viruses sent through email. The City also deploys the Cisco VPN (Virtual Private Network) for remote access. Remote users utilizing a Cisco client are able to access the network through an encrypted, secure communications tunnel. The system averages 25 users per day. Matrix Consulting Group Page 42 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Additionally, the City uses the VPN concentrator for a SSL (Secure Sockets Layer) VPN and a City secure portal www.slcportal.com for certain employees. (3) Five Year Infrastructure Replacement Plan The Division develops a five year infrastructure replacement plan for the City's network, software, and other hardware. This document shows the replacement costs of the various servers, routers, hardware, and software applications. Again, due to its large size it is attached to this document as Exhibit 2. The following points however, highlight the five year infrastructure plan: • IMS plans to replace on average, approximately $120,000 in servers each year over the next five years. • The Police RMS/CAD servers will be replaced over the next five years funded by the Police and the County Law Enforcement at $147,000. IMS will replace security hardware over the next five (5) years at a cost or $100,000. • The plan calls for the purchase of approximately $58,000 for routers and switches each year on average over the next five years. • Wiring upgrades average approximately$47,000 over the next five years. • Software purchases average about $62,000 per year over the next five years. • Total infrastructure purchases over the next five years average approximately $689,200, for a total of roughly $3.5 million. The next section summarizes help desk support. (4) Help Desk and PC Support The IMS Division supports approximately 2,192 desktops and notebooks, 123 windows servers (2003, 2000, and NT), and 25 UNIX and Linux servers. The initial contact point for support within the city is the IMS Help Desk. IMS has established a number of standards related to the timeliness of resolution of problems. These include differential standards based on prioritization of work orders. These standards include: Matrix Consulting Group Page 43 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division URGENT- RESPOND WITHIN 15 MINUTES An area's productivity is drastically affected • A Server is down • Communication (Voice - Data ) is down (i.e.: PBX, Communication facility affecting an entire location, router, etc.). • Critical Software-City wide is down (i.e. email, IFAS) • Mission critical systems HIGH -RESPOND WITHIN 1 HOURS An area's productivity is significantly affected. • A Hardware item that's critical to a department is down • A software application that effects more than one customer is down (i.e. Microsoft Excel on a particular server) • A Hardware item that affects more than one customer is down (i.e. network printer. MEDIUM -RESPOND WITHIN 8 WORKING HOURS An area's productivity is not significantly affected • Application is not working correctly, affecting one customer (i.e. Item within IFAS not available or working). • Hardware affecting one customer, is not working (i.e. keyboard, mouse, monitor, drive) correctly. LOW— RESPOND WITHIN 5 WORKING DAYS • Installation and/or upgrade of equipment(Hardware) • Installation and/or upgrade of software application(s) • Moving equipment(Given that IMS is notified within a reasonable time frame) The Help Desk also tracks all work orders in a system called Remedy. Each work order is tracked to determine efficiency and effectiveness against each time standard. The chart that follows shows the number of work orders and percentage responded to based on each time category during April of 2006: Calls Handled 100 80 60 40 - - .� —►', Ft- 0 1-Mar 8-Mar 15-Mar 22-Mar 29-Mar 5-Apr 13-Apr mos Calls Answ ered Email ---a--Abandoned Page 44 Matrix Consulting Group CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division As shown above, during this period, the Help Desk handled approximately 60 calls per day in addition to seven email request each day. The Department closed 14,707 calls in calendar year 2005. The next chart, below, shows the percentage of worker orders closed by time category: 9% Closed WO's per Da "Running Average" \ ttr Same Day ; 1 1c r Next Day ' • 2-5 Days H' sr„i•q Over ■Installs 8% ; u € o vegiorlz- :" - 3 x 3� � As shown above, approximately 70% of work orders are closed the same day they are opened, while 8% are closed the next day, 11% are closed within 2 to 5 days, and 9% are closed past 5 days. Matrix Consulting Group Page 45 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Exhibit 1: Software/System Department/Division 501(C)9 Plan Human Resources Accidents Search (www) Police Air Budgeting Airport Air Stats Airport Air Time Airport Airventory Airport Alarms Police ALE-Administrative Law Enforcement City Justice Court ALE (www) City Justice Court APRVADJ Public Utilities AUTOCITE CED/DOT Bank Reconciliation Management Services/Finance Batch Print Requests Public Utilities Bid Labels Finance Bids (www) Manage' Services Bits IMS Boards & Commissions (www) Mayor Budget Resource & Planning Manage' Services Building &Housing Permit Building & Housing Building &Housing - IVR System Building & Housing Business License Search (www) Business License Business License Business License Business License Renewal (www) Business License Business Tax Business License CAD Inquiry Police CAMP City Wide Candidate Reporting Admin (www) Recorder's Matrix Consulting Group Page 46 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Software/System Department/Division Candidate Reporting System (www) Recorder's Cash Receipt(www) City Wide Cash Register Management Services/Treasurer CAT-Community Action Team (www) Mayor CD Rate Public Utilities CIP City Wide City Vehicles Attorney Constituent Tracking (Currently not used) Mayor's Office Court Jury Module City Justice Court Cross Connection Control Public Utilities Customer Setup Management Services/IMS DalySumm Public Utilities Development Services Public Utilities Dispatch Log Inquiry Police DOT Meter CED/DOT DOT Signs, RFS, WO CED/DOT DP Time Mngmt. Services/IMS Engineering Map Public Service/Engineering Engineering Permit Public Services/Engineering Engineering Permit Inspection (www) Public Services/Engineering Engineering Permit Online Application Public Services/Engineering Engineering Project Public Services/Engineering Engineering Project Report (visual basic) Public Services/Engineering Engineering Survey Public Services/Engineering Event and News Calendar(www) City Wide Evidence Inventory/Auction Police Exit Interview(www) City Wide Fixed Assets City Wide Matrix Consulting Group Page 47 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Software/System Department/Division Fixed Asset Scanners City Wide GIS Core City Wide GIS Map (visual) City Wide GO Query Police HAND CED Handheld— PU Public Utilities Hazmat(www) Fire Incident Pin Map (www) Police Infrastructure Management System Engineering Invstchk(Investigators Scheduling) Public Utilities Job Application (www) Human Resources Job Descriptions Human Resources Job History Human Resources Journal Entry(www) Management Services/Treasurer Justice Court Calendar City Justice Court Lighting Inventory Engineering Locator Log Management Services/IMS Locator Log (web version) Management Services/IMS Loc Box Management Services/Treasurer Material Lab Engineering Mayor's Hot Topics Mayor Meter Replacement(www) Public Utilities Mobile Work order Airport Officer Training Entry Police Online License Inspection Information CED/Business License OUTLOOK Add In City Wide Overtime Airport Paperless Travel (www) Management Services Matrix Consulting Group Page 48 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Software/System Department/Division Park Survey Public Services/Engineering Parks Survey(ADA) Public Services/Parks Parks Reservation Public Services/Parks Password Sync City Wide Pastdues Public Utilities Pawn Query Police Pawns-Translator/Entry Collection Police PMVAL Building and Housing Police Crime Statistics Police Police Officer Secondary Employment Police Police Personnel Entry Police Police Queries & Reports Police Police Race Profiling Police POPS- Project. Of Personnel Services City Wide Pre-authorized Bank Payments PBP.exe Public Utilities Project Tracker Public Utilities PROMIS Airport PU Nightly Production Public Utilities Pu-Rpts Public Utilities Pubs Billing Public Utilities RDA- 1098- (IRS 1098 process) Finance Read Log Public Utilities Real Property Finance/ Property RECON Finance Record Storage Management System/Recorders Register Reporting Treasurer Residential Parking Permits DOT Retired Public Utilities Matrix Consulting Group Page 49 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Software/System Department/Division Revenue Management(Rev Mgt) Airport RFS City Wide Ride Share (www) City Wide Salary Approval (www) City Wide SE Projects IMS SID Inquiry (www) Treasurer SID Special Improvement District Treasurer Statistical Report Police Survey Public Service/Engineering TERM,VOE, ORLTR Human Resources Tracker Prosecutors Traffic Accident Inquiry WWW Police Traffic Inquiry Police Traffic Volume File Consolidation CED/DOT Traffic/Parking Online Payment Management Services/Courts Training ETC. Airport Training HR Management Services/HR Training IMS Management Services/IMS Training- Officers Police Training Scheduler(www) IMS Travel Request(www) City Wide Tee Angel (www) Public Service/Urban Forestry Tree Inventory for Handhelds Urban Forestry Tree Inventory, RFS, WO (www) Urban Forestry Tree Map Online Public Services/Urban Forestry Urban Forestry Survey (www) Urban Forestry Visual Map City Wide Vendor Inquiry (www) City Wide Matrix Consulting Group Page 50 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Software/System Department/Division Voting Precincts (www) Recorders Water Assistance Public Utilities Wireless Investigations (www) Public Utilities Wo's—Maint.-Work Requests Airport Zoning Search (general address info)(www) CED/Planning and Zoning Matrix Consulting Group Page 51 c 0 0 0 0 0 0 0 0 0 c 0 0 0 0 0 0 0 0 0 N Ln Lr) L() Ln Ln 1() Ln L) (o r co co 65, Ef3 E 64 64 69 69 r> U. 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Z d Is e =ct w a)ctla aEi c °_) o Is. co 03 °' g ° m C 0 Q .c (a a 2 w E -0 C O Z �' ° co °� o a) U °: J o x a) ° ° 'o o R N CO O Q m o o > 0 c g ° cc 0 -o ia a cp a ° O CX c °) Q Q a3 o ° M c U d k >- cu o o o o a o "0 •o w I- z t 'C a) a) '0 a) 0 m o = R C.) u. va. > > aI- wom` > Z CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division 2. RESULTS OF THE EMPLOYEE SURVEY As part of the comprehensive management study of the IMS Division of Salt Lake City, the project team conducted an employee survey to gather perspectives regarding Division operations, management, organization, and City information technology systems. The project team received a total of thirty-four (34) responses for a response rate of 56%. The distribution of respondents by team is shown in the table that follows: Team Number Percent PC Server Support 10 29% Technology Consulting 6 18% Software Engineering 10 29% Security/Unix 2 6% Administration 4 12% Communications 0 0% No Answer 2 6% Total 34 100% As shown above, the PC/Server Support Team, and the Software Engineering Team represented the largest share of responses at ten each, comprising approximately 60% of total responses. Technology Consulting was the next largest group of responders at six, or 18%. Respondents were asked to indicate their level of agreement or disagreement, strongly disagree, disagree, neutral, agree, strongly agree, with several statements concerning service provision, Division operations, management and organization, and IT systems utilized by Salt Lake City. The project team has summarized several key findings from the preliminary results of the employee survey. In addition, a detailed summary of responses by question is presented at the end of this document. These findings are organized into Matrix Consulting Group Page 60 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division three broad categories: Overall Results, Highest and Lowest Ratings, General Service Provision and IT Systems, and Division Operations and Management. The points, that follow, present findings for each of these categories: 1. OVERALL RESULTS This section summarizes the overall results of the employee survey. The following points describe the key findings: • The majority of responses were positive and indicated agreement with positive statements (e.g. IMS does a good job of planning and scheduling work) regarding the effectiveness of operations, management, staffing, and service levels provided by the IMS Division. The two statements that received the highest average negative ratings are: Question 21: Opportunities exist in my Division for career advancement. 53% disagree or strongly disagree. Question 22: There is good teamwork and coordination in the City in information technology management. 41% disagree or strongly disagree. The chart below shows the average response to each question (1 indicates strong disagreement and a score of 5 indicates strong agreement): Matrix Consulting Group Page 61 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division 5.00 I ' 4.50 J 4.00 3.50 3.00 u 2.50 2.00 1.50 ... ... 1.00 0.50 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 Question# 2. HIGHEST AND LOWEST RATINGS The table below shows the questions with the highest and lowest levels of agreement with the questions posed in the survey. This table illustrates the strengths and potential improvement opportunities from the employee's perspective: Percentage Percentage Question Who Agree Question Who Agree 15. My Division provides a high level of 21. Opportunities exist in my service to the staff of the City and to the 97% Division for career 29% residents of Salt Lake City. advancement. 22. There is good teamwork 6. The citywide network is reliable. 88% and coordination in the City in 38% information technology management 28. The City effectively uses 18. Customer complaints are handled 88% document management 38% quickly and courteously in my division (imaging and records management) systems 23. The citywide network is secure (safe 17. Workload is evenly from viruses). 88% balanced among staff in my 47% Division. Matrix Consulting Group Page 62 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Percentage Percentage Question Who Agree Question Who Agree 34. I am sufficiently 25.The employees in my Division are represented in the technology- ° dedicated to meeting customer 88% related decision making 47/° expectations. process. 2. My division has clear,well- 20. The network speed meets the needs ° documented policies and ° of the staff of the City at its diverse work 85% procedures to guide my day-to- locations. 50/o day work. 31.The working relationships 19. I have the tools and equipment I need 82% between the different sections 50% to efficiently perform my job. in my Division are generally good. 13. The staff of my division are skilled ° 35. My division's overall ° and capable in information technology. 79/° technology related decision- 53/° making processes are effective. 27. I feel that I am valued as a member 14. In my Division, at present, of my Division. 79% staffing is adequate for the 56% workloads we handle. 26. My supervisor empowers me to make ° 24. The City effectively uses ° decisions concerning my work. 76/° mobile computing (field 56/° devices, PDA's, etc.). The following points summarize the table above: • Employees had the highest levels or agreement with statements related to the provision of service, customer service, the performance of the City's network, the skills of personnel within the Department, and perceptions about being a valued and empowered member of the organization. • Employees had the lowest levels of agreement with statements related to career advancement, teamwork, document management systems, the balancing of workload, policies and procedures, representation in the technology decision making process, working relationships between teams, and staffing. The next section discusses response results by general topic area: 3. GENERAL SERVICE PROVISION AND IT SYSTEMS This section summarizes responses to questions related to general service provision and the IT systems in place within Salt Lake City. The following points identify the key findings: • The majority of respondents believe that IMS provides a high level of service to the City: Matrix Consulting Group Page 63 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division 97% of respondents agree that the IMS Division provides a high level of service to the City. - 88% of respondents agree that customer complaints are handled quickly and efficiently. 88% of respondents agree that the employees in the Division are dedicated to meeting customer expectations. • The majority of respondents believe that the City invests adequately in information technology and that infrastructure is up to date. However, a plurality does not agree that there is good teamwork and coordination in IT management: - 74% of respondents agree that the City invests adequately in information technology. - 41% of respondents disagree or strongly disagree that there is good teamwork and coordination in the City in information technology management. - 56% of respondents agree that they are satisfied with the City's current funding mechanism with 32% neutral. - 71% agree that the information technology infrastructure is up to date. • The majority of respondents agree that the citywide network and IT applications are functioning well. However, they indicated areas for improvement: - 88% of respondents agree that the citywide network is reliable. - 85% agree that network speed meets the needs of the staff of the City. 88% agree that the citywide network is secure. - 62% of respondents agree that the City's information technology applications are well integrated so that information can be shared and duplicate data entry is avoided. 56% of respondents agreed that the City makes effective use of mobile computing (PDAs, etc.) - 38% agreed that the City effectively uses document management (imaging and records management systems). However, with 44% neutral this indicates that many employees aren't involved in document management. Matrix Consulting Group Page 64 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Overall, respondents were positive regarding general service provision and IT systems in place, with identification of some areas for improvement. 4. IMS MANAGEMENT AND DIVISION OPERATIONS This section summarizes response results to questions related to IMS management and division operations. The following points highlight the key findings: • The majority of respondents agree that IMS is a good place to work and that they are valued members of the division. However, most feel that career advancement opportunities are limited: 68% of respondents agree that the IMS Division is a good place to work. - 79% of respondents agree that they feel valued as a member of the Division. - Only 29% agree that opportunities exist in the Division for career advancement. • The majority of respondents agree that staff work well together and that the division is well managed: 74% of respondents agree that the staff in their team work well together as a team. - 68% of respondents agree that the managers and supervisors in the IMS Division have clearly defined the direction for the Division. 59% of respondents agree that the services of the Division are well managed with 24% neutral. 18% disagree or strongly disagree. 65% of respondents agree that managers and supervisors do a good job of communicating important information in a timely manner. • The majority of respondents agree that their supervisor provides them with important information and feedback on expectations: 62% of respondents agree that they get enough feedback from their supervisor about their performance to know if they are meeting expectations. 76% of respondents agree that their supervisor empowers them to make decisions regarding their work. Matrix Consulting Group Page 65 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • The majority of respondents agree that their team does a good job of planning and scheduling work. However, only half believe that policies and procedures are clear and provide guidance for day-to-day work: - 50% of respondents agree that the Division has clear, well document policies and procedures to guide day-to-day work. - 65% of respondents agree that their division does a good job of planning and scheduling work. In addition, 65% agree that the work methods and practices in their division are efficient. 79% of respondents agree that staff in their division is skilled and capable in information technology. • The majority of respondents agreed that staffing is adequate to handled workload, however, less than half agreed that workload was evenly balanced among staff: 56% of respondents agree that staffing is adequate for the workload handled. - Only 47% of respondents agree that workload is evenly balanced among staff in their division. 41% disagreed with this statement. • The majority of respondents agree that their team is open to new ideas, however, only half agree that working relationships between different teams are generally good: - 65% of respondents agree that their team is open to new ideas suggested by others or them. 50% of respondents agree that working relationships between the different sections of the Division are generally good with 29% neutral. • The majority of respondents believe they understand how the Division makes technology related decisions and that this process is effective. However, respondents were mixed as to whether they feel sufficiently represented in this process: - 59% of respondents agree that they understand how the Division makes technology related decisions. - 53% of respondents agree that the Division's overall technology related decision making processes are effective. Matrix Consulting Group Page 66 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division 29% of respondents disagree that they are sufficiently represented in the technology related decision making process, while 47% agree, and 24% are neutral. The next section provides a summary of the written comments section of the survey. 5. SUMMARY OF WRITTEN COMMENTS Respondents were also provided the opportunity to identify what they believe are the major strengths.and potential improvement opportunities related IMS management, organization, operations, and service levels. The tables below summarize the most common responses to each of these areas: Strengths of the IMS Division • The work environment is good. • Staff and Management are professional. • I am given independence to do by job. • Schedules are flexible. • Salaries are competitive with the private sector. • Access to training and new technology. • People are hard working. Improvement Opportunities • Communications between Teams/Units is not effective. • The balance of workload between employees is not even. • There are little career advancement opportunities. • The City should purchase more off the shelf systems instead of developing interfaces. • Not all employees work as hard as others. • Need stronger leadership more progressive thinking from management. The table on the following page provides detailed response results to each question in the employee survey. Matrix Consulting Group Page 67 CITY QF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit oy the NY8Division Response Results of the KK0SEmployee Survey Strongly Somewhat Neither Somewhat Strongly No Disagree Disagree Agree or Agree A8mo Answer Question oisog,uo 1. The staff inmy division work well together aoateam. | 2 | 4 | 3 | 18 | y | 0 | 18% | O% | 74% O% 2. My division has clear,well- documented po|ici000nd � procedures hn guide myday-to- day work. | 4 7 8 i 10 ! 7 ! 0 32% 18% 50% 0% 3. The services of my division are | well managed. 4 ! 2 / 8 / 0 ! 11 O | 1896 | 24% | 5996 | 096 4. | get enough feedback from my supervisor about myperformance 0n know if| ammeeting | expectations. | 4 | 5 4 10 | 11 0 | 26% 12% 62% 0% 5. Managers and supervisors in my Division doa good job nf | | | | communicating important information to ma in a timely | manner. 4 i 3 5 11 11 0 | 21% 1596 1 85% 0% 8. Tho citywide network isreliable. 1 | O 3 16 | 14 0 | 3% 8% 88% O% 7. | am satisfied with the Cdy's � current funding mechanisms for | the division. 2 � 2 11 14 | 5 | 0 12% 32% 56% U% 8. The work methods and praoU000 in my division are efficient. 3 5 4 | 17 ! 5 ! 0 24% 12% ! 65% O% A. |nmy division, wodoa good job planning and scheduling our work. 5 ! S 1 14 8 O | 32% | 3% 6596 | 096 1O. The information technology ' infrastructure is up-to-date. O | 3 | 7 14 10 0 | Q% | 21% 71% � O% 11. The managers and supervisors inmy division have clearly defined the direction for the | division. 4 | 3 � 4 | 17 | 6 \ 0 2196 12% 6896 O% 12. The City invests adequately in information technology 1 | 3 5 17 | 8 U | 12% | 15% | 74% | U% . CITY OF SALT LAKE CITY, U7AH Final Report of the Management and Performance Audit of the 0NSDivision Strongly Somewhat Neither Somewhat Strongly No Disagree Disagree Agree or Agree Agree Answer Disagree 13. The staff ofmydivision are | skilled and capable ininformation technology. 1 3 | 4 | 14 { 13 | O | yq� | 12�� 70q� | O�� 14. In my Division, at present, | | staffing isadequate for the | | workloads vvohandle. 5 ! 8 2 12 7 O | 38% | 0% | 56Y6 | 0% 15. My Division provides high level of service to the staff mfthe � City and to the residents of Salt | ! | Lake City. O ( O | 1 | 12 21 O O% 3% | 97% O% 1G. The City'sinformation technology applications Uinanoia|. human resources, eVcj are well � integrated oo that information can bo shared and duplicate data | | | | entry avoided. ! 3 \ 0 | 4 20 | 1 0 | 2096 \ 12% | 62% | O% 17. Workload ia evenly balanced | among staff inmyDivision. 8 | 0 4 11 5 0 41% 12% | 47% 0% 18. Customer complaints are | handled quickly and courteously in | / my division | 1 i 0 3 . 13 17 U 3% 996 8896 | O% 1Q. | have the tools and equipment i | | need Vx efficiently perform my | | ! | | job. | O 1 2 4 ! 15 | 13 O | 6% | 12% | 82% 0Y6 20. The network speed meets the needs nf the staff of the City adits diverse work locations. 0 ! 1 4 21 | 8 | O 3% ! 12% | 8596 0Y6 21. Opportunities exist inmy Division for career advancement. | 10 | O O Q | 1 O | 5396 i 1896 2996 | 096 22. There io good teamwork and ! coordination in the City in information technology | | management 7 | 7 | 7 13 0 0 41% 21% 1 3896 0% 23. The citywide network is secure (safe from vimaeo). O | 0 4 14 | 18 O O% | 12% ! 8896 O% 24. The City effectively uses mobile computing (field devices, PD/Yn. etnl | 1 ! 3 | 11 | 12 | 7 | O Matrix Consulting Group Page 69 ' CITY OF SALT LAKE CITY, U7AH Final Report of the Management and Performance Audit of the 0NSDivision Strongly Somewhat Neither Somewhat Strongly No Dino8mo Disagree Agree or Agree Agree Ansvvo, Question Disagree 12% 32% 56% O% 25. The employees in my Division � are dedicated homeeting customer expectations. | 1 | 2 1 1 | 12 | 18 O | O% 3% | 8896 O% 26. My supervisor empowers me ' to make decisions concerning my | work. 3 3 2 i 13 13 0 | 18% | 096 | 76% | O% 27. | feel that | am valued oaa � member ofmy Division 2 | 3 2 | 15 / 12 | 0 | 15� | 8� | 7OY6 O% . . ! 28. The City effectively uses document management(imaging and records management) systems 4 | 2 | 15 8 5 O � 18�� | 44Y6 ! 38�� | O96 29. My Division is a good place to | | | work | 1 2 8 10 | 13 | 0 | O% | 24% | 8896 | 0Y6 30. In the past year, | have had . adequate training hn develop the ! skills | need hu perform myjob � well. 4 ! 5 4 15 8 ! 0 | 28% | 12% | 02% | 0% 31. The working relationships ' between the different sections in � my Division are generally good. 3 ( 4 O 12 | 5 1 21% 26% 50% 3% 32. My Division ia open bnnew ideas suggested by others or myself. | 4 | 4 | 4 15 7 | O | 24% / 12% 65% | O% 33. | understand how my division makes technology related- decisions. | 2 7 | 5 | 17 | 3 | O ! 2696 ! 15% ! 5996 ! O% 34. | am sufficiently represented in | | the tech ncdogy've|uheddecision ' making process. | 8 | 2 | 8 | 12 | 4 | O ( 29% | 2496 | 4796 | 0Y6 35. My division's overall technology related decision- making processes are effective. 4 | 2 10 15 | 3 U | 18% | 2996 | 53% | O% CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division 3. RESULTS OF THE USER SURVEY The project team also conducted a survey of users of IMS services. A survey was issued to each of the Departments within the City to collect feedback regarding IMS services, organization, policies and procedures, and other issues. A total of 138 surveys were distributed to Departments with each Department receiving a different number of surveys based on number of employees. The project team received a total of 48 completed surveys. Responses by Department are shown below: Department/Division Number Percentage Mayor's Office 1 2% SLC Int.Airport 0 0% Fire Department 0 0% Building Services 9 19% Housing 1 2% Transportation 0 0% Parks 0 0% Streets &Sanitation 2 4% Accounting 0 0% Policy& Budget 0 0% Purchasing 1 2% Recorder 0 0% Police Department 5 10% City Council Office 5 10% Attorney's Office 0 0% Art's Council 0 0% Business Licenses 0 0% Planning &Zoning 0 0% Engineering 1 2% Fleet Management 4 8% Public Services 9 19% Justice Court 3 6% Human Resources 0 0% Treasurer 0 0% Public Utilities 2 4% Management Services 1 2% Other 1 2% No Answer 3 6% Total 48 100% Matrix Consulting Group Page 71 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division As shown above, Public Services had the largest share of responses at 19%, followed by Building Services, and the Police Department. The next table, below, shows the number of respondents by position: Position Number Percentage Manager 32 67% Supervisor 7 15% Line Staff 2 4% No Answer 7 15°A, Total 48 100% As shown above, the majority of respondents were Managers at 67%. Respondents were asked for there level of agreement regarding a variety of statements related to general provision of service, policies and procedures, customer service, staff skills and competence, budget, IT decision making, and other issues. The results are organized into the following areas: Overall Results, Highest/Lowest Ratings, General Provision of Service, Customer Services, Specific Service and Operational Issues, and Summary of Written Results. 1. OVERALL RESULTS The points below summarize the overall trend in response results: • The Majority of responses were positive. As shown in the following table, the average response to each statement was close to agreement. • There was no single statement that resulted in an average response that was negative. The table that follows shows the average response to each statement. Note that strongly agree is 1, neutral is 3, and strongly disagree is 5. The red line also indicates neutral. Matrix Consulting Group Page 72 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division 5.00 Disagree 4.50 4.00 3.50 Neutral 3.00 3 2.50 - N 2.00 - — — 1.50 — — — — — — — — 1.00 — — — — — 0.50 — — — Agree 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 Statement 2. HIGHEST / LOWEST RATINGS The table below shows the ten statements with the highest levels of agreement and ten statements with the lowest level of agreement based on the percentage of respondents who checked either strongly agree or agree. Percentage Percentage Statement Who Agree Statement Who Agree 17. The IMS Help Desk works ° 23. SLC TV services are of °13% 94/o high quality and meet the (43% neutral) well. needs of the City. (39% no answer) 25. The information technology I 16. The City should develop 44% use in my job helps me be 94% more software solutions in (29%°neutral) productive. house. (8/o no answer) 55% 27. Overall, IMS provides high 89% 18.The cost of IMS services to (19% neutral) levels of service. my unit seems reasonable. (13% no answer) Matrix Consulting Group Page 73 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Percentage Percentage Statement Who Agree Statement Who Agree 22. IMS provides sufficient 60% 24. Salt Lake City utilizes up to 85% training resources to help me (24% neutral) date information technology. effectively utilize City (13% no technology. answer) 2. When I have an IMS question or 6. I receive up-to-date 60% issue, I feel listened to and 83% information from IMS on the (21% neutral) understood by IMS staff. status of a non emergency (6% no request. answer) 11. IMS staff has high technical 20. The PC rental program is a °64% competence. 83°/° real benefit to me and my (21% neutral) Department. (15/° no answer) 1. When I deal with IMS staff, I feel 13. IMS staff provides good °65% important, appreciated and valued 81% training on new equipment and (19/°°neutral) as a customer. software. (8/° no answer) 3.When I need action on an 14. Technology Consultants °65% emergency IMS concern or issue, I 81% help my Department choose (13/o°neutral) receive a timely response. the right technology solution. (8/° no answer) 4. When I require action on a 15. Technology Consultants °67% non-emergency matter, I receive a 81% help my Department (17/° neutral) timely response. understand its technical (10°/° no requirements for new software. answer) 19. I understand the IMS 68% 7. I receive accurate information g1% charges associated to my (11% neutral) from IMS when I request it. budget. (11% no answer) The following points highlight the information above: • Respondents had the highest levels of agreement with statements related to the Help Desk, information technology allowing them to be more productive, overall levels of service and the City's use of up to date technology. • Respondents also had high levels of agreement with statements related to IMS customer service, competence, and IMS general responsiveness. • While respondents had the lowest level of agreement with statements related to IMS responsiveness to non-emergency request and the PC rental program, agreement levels are still above 60%. It should also be noted that several of these statements received a high percentage of neutral or no response results as indicated in parenthesis. Matrix Consulting Group Page 74 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • IMS training on new equipment and software, technology consultant advice, and the IMS chargeback model also received the lower levels of agreement, although still above 64%. The next section discusses response results to questions by subject areas including: General Service Provision, Customer Service, and Specific Service Areas. 3. GENERAL SERVICE PROVISION This section summarizes response results to statements related to general service levels provided by IMS. The following points highlight key findings: • The vast majority of respondents believe that IMS provides a high level of information technology service to the City and their Department: - 89% of respondents believe that overall, IMS provides a high level of service. 85% of respondents agreed that the City uses up to date technology. 94% of respondents agreed that the information technology helps them be more productive. 77% of respondents believe that IMS is headed in the right direction. - 83% agree that IMS staff have high technical competence • The majority (77%) also believe that outsourcing of IT services would result in a reduction of service. Overall, respondents were very positive towards statements about general services provision. The next section discusses statements related to customer service. 4. CUSTOMER SERVICE This section summarizes response results to statements regarding the quality of customer service provided by IMS. The following points highlight the key findings: • The vast majority of respondents believe that IMS provides a high level of customer service: Matrix Consulting Group Page 75 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division 81% of respondents agreed with the statement that they feel important, appreciated, and valued as a customer when dealing with IMS. 83% agreed that when issues arise, they feel listed to and understood by IMS staff. 81% agreed that when action is needed on an emergency concern, IMS provides a timely response. - 81% agree that when action on a non-emergency matter is required, IMS provides a timely response. 73% agreed that they receive up to date information from IMS on the status of an emergency request. - 81% agreed that they receive accurate information from IMS when requested. 73% agreed that when a problem needs to be addressed by IMS, it is done correctly and to their satisfaction. • While a majority believes IMS is responsive to non-emergency requests: - 60%, users indicated a lower level of satisfaction with customer service related to non-emergency requests. 60% agree that they re receive up to date information from IMS on the status of a non-emergency request, compared to 21% who were neutral, 13% who disagreed and 6% who had no response. • A majority of respondents indicate that the decision making process utilized by IMS is understood: - 71% agreed that when IMS must make a "yes" or "no" decision on a request, they understand the reasoning behind the decision. 77% agreed that IMS policies that impact them are reasonable and the reasons for them are clearly understood. Overall, respondents were again very positive towards statements regarding customer service provided by IMS. The next section discusses response results related to specific types of service and procedures utilized by IMS. Matrix Consulting Group Page 76 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division 5. SPECIFIC SERVICE AND OPERATIONAL ISSUES This section presents a summary of response results to statements regarding specific services, staffing levels, funding mechanisms and other elements of IMS operations. The points below summarize key findings: • The majority of respondents, 81%, agree that IMS staff seem busy. • Respondents indicate a high level of satisfaction with the Division Training Program: - 65% agree that IMS staff provides good training on new equipment and software. 74% of respondents agreed that the training programs provided by IMS are a real benefit. 61% of respondents agreed that IMS provides enough training resources to provide needed IT training, while 14% did not know, and 25% were neutral. • A majority of respondents, 66%, agree that Technology Consultants help their Department choose the right technology solution. • Only 44% of respondents agreed that the City should develop more software solutions in house. It should be noted that there was a high proportion of neutral (29%) and no responses (8%). • The overwhelming majority of users (96%) believe that that the help desk works well. ▪ Although a majority agree that IMS service charges are reasonable and easily understood, users indicated a lower level of satisfaction with these areas: 57% of respondents agreed that the costs of IMS services seemed reasonable to their Department, compared to 20% who were neutral, 13% who did not know, and 5% who disagreed. 70% of respondents agreed that they understand the charges allocated to their budget by IMS. • A majority (64%) of users believe the PC rental program is a real benefit to them. Matrix Consulting Group Page 77 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • Responses to the statement regarding the quality of cable TV programming indicate a lack of knowledge regarding these services. 39% of respondents had no response to the statement regarding whether the City has high quality cable TV programming and 43% were neutral. Again, the responses to statements regarding specific services and elements of IMS operations were positive. The final section provides a summary of open ended questions about IMS strengths and weaknesses. 6. SUMMARY OF WRITTEN COMMENTS This section summarizes responses to open ended questions regarding IMS strengths and improvement opportunities. Only a few respondents answered this section of the survey (10). However, the tables below show the most common responses to these questions: Strengths of the IMS Division • IMS staff is very responsive to service requests. • IMS staff provides exceptional service. • IMS staff is on call at all hours. • Willingness to help, courteous nature. • IMS is a valued partner. Improvement Opportunities • Additional support staff is needed. • Do not outsource IT services. A table which shows detailed response results to each question begins on the next page. Matrix Consulting Group Page 78 CITY OF SALT LAKE CITY, U7AH Final Report of the Management and Performance Audit of the 8NSDivision Response Results to the UMS User Survey No Strongly numny0 moanvnoo Agree xemw Neutral o/naumo omae,eo 1.When | deal with |K4Sstaff, � | feel important, appreciated | | | and valued aoacustomer. 2 18 21 | 5 | 2 O | 4% ! 81% | 10Y6 | 4% | 2.When | have an |MS question or issue, | feel listened bo and understood by |MSstef[ 2 22 18 3 3 0 4% | 83% | G% | G% � 3.When | need action onan � emergency |yWS concern or ioouo. | receive a timely | | \ response. 2 | 23 16 | 2 5 U | 4% 81% | 4% | 10% 4.When | require action ona | non'omargonnymattor | receive a timely response. 2 | 13 26 4 � 3 U | 4% 11 81% B% | G% | 5. | receive up-ho-date information from |yNSnnthe ' status cfanemergency | | | request. _ 3 | 14 21 ! G | 3 1 � G% | 73% 13% | D% � O. | receive up'bo-dat» / information on the status ofe non emergency request. 3 12 17 10 | 0 O | G% | GO% | 21% | 13% | 7. | receive accurate � information from |MS when | | | | request it. 3 / 17 22 | 4 | 2 O i G% | 81% | 8% | 4% | 8. When | need en |K4S problem addressed and resolved, dis done correctly | | | \ | and mmysatisfaction. 2 / 13 22 5 0 O ! 4% | 73% | 10% | 13% i 9.When |K4G must make a yes"or^no^ decision ona | | request of mine, | understand the reasons for the decision. 3 | 14 20 | 8 3 0 ! G% 1 71% | 17% | G% ! 1O. |K4S policies that impact � me are reasonable and the � reasons for them are clearly | | ' / | understood. 3 15 22 7 / 1 O / G% 77% | 15% 2% ! 11. |yNS staff have high | | | technical competence. 1 | 25 15 | 5 | 1 1 | 2% | 83% | 10% | 4% | CITY Of SALT LAKE CITY, U74H Final Report of the Management and Performance Audit oy the 0NSDivision No Strongly mumny/v Response Aymo Agree Neutral o/000n^o o/saomo 12. |K4S staff seem busy. 3 | 19 20 | G | O 0 | G% | 81% | 13% | U% | 13. |MS staff provides good training on new equipment and software. 4 14 17 { Q 4 0 | 8% ! 85% | 19% | D% | 14. Technology Consultants help my Department choose | the right technology solution. 4 | 10 15 | 0 3 3 � S% | GG% 13% | 13% | 15. Technology Consultants � help my Department ! � | understand its technical requirements for new � | software. 5 | 13 19 8 � 1 _ 2 ! 10% 1 67% | 17% | G% | 16. The City should develop ' more software solutions in | | | | house. 4 8 13 i 14 | 0 3 | 8% | 44% | 29% | 18% ! 17. The |MS Help Desk works well. 0 25 20 2 0 0 � 0% | SG�, | 49� | OY� ! 18. The cost of|yNS services homy unit seems reasonable. G | 12 14 S 4 1 � 13% | 57% | 20% | 11% | 1Q. | understand the |MS charges associated 0omy budged. 5 10 22 i 5 3 1 � 11% | 70% | 11% | Q% � 2O. The PC rental program is | o real benefit homn and my ' Department. 7 / 17 13 10 O O � 15% 64% i 21% | V% � 21. Training courses provided | | | | by |K4S are useful and help mebe more productive. 4 . 14 21 | 7 1 0 i S% ! 74% | 15% | 2% | 22. |N1S provides sufficient training resources to help mo offouUve|y utilize City technology. 8 | 10 17 ! 11 0 O ! 14% | 81% 25% | O% | 23. SLCTV services are of high quality and meet the needs of the City. 18 | 4 2 | 20 | 2 0 | 39% | 13% | 43% | 4% | 24. Salt Lake City utilizes up to date information technology. 2 | 13 27 3 1 1 � 4% | 85% | G% | 4% \ CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division No Strongly Strongly Response Agree Agree Neutral Disagree Disagree 25.The information technology I use in my job helps me be productive. 0 ! 27 17 1 3 0 0 0% i 94% 1 6% 0% 26. I believe that IMS is i headed in the right direction. 2 14 22 8 1 0 1 4% 77% I 17% I 2% 27. Overall, IMS provides high levels of service. 1 18 24 I 3 1 0 2% 89% 1 6% 2% 28. I believe outsourcing IMS i will result in a reduction in service. 5 22 14 2 2 2 11% i 77% 1 4% 1 9% Matrix Consulting Group Page 81 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division 5. BEST MANAGEMENT PRACTICES The Matrix Consulting Group conducted a detailed review of the current practices of the IMS Division against "best practices" that exist in IT organizations in municipal operations throughout the Country. The review of the Salt Lake City IMS Division was based upon the current practices, organization, system architecture, and operational facets currently in place. The measures utilized have been derived from the project team's collective experience and represent the following ways to identify departmental strengths as well as improvement opportunities: • Statements of "effective practices" based on the study team's experience in evaluating operations in other agencies or "industry standards" from other research organizations. • Identification of whether and how the IMS Division meets the performance targets. • A brief description of potential alternatives to current practice. The purpose of the diagnostic assessment was to develop an overall assessment of the IMS Division. Detailed analysis of the issues identified here was conducted following the completion of the Diagnostic Assessment and lead to the development of the final report. The sections, that follow, provide a summary of the strengths and weaknesses of the Division by subject area. This chapter is organized as follows: Administration and Organization, Security, PC and Network support, Software Development and Analysis, Web Services, Communications, and Document Management. The detailed BMP's are attached as an appendix to this chapter. Matrix Consulting Group Page 82 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division 1. ORGANIZATION AND ADMINISTRATION This section provides a summary of the key strengths and weaknesses of the organizational and administrative facets of the IMS Division. The following points summarize the strengths of the IMS Division in this area: • The City has centralized the majority of IT services within IMS. This includes IT support, standardization on PCs and other computer equipment through administration of the PC Rental Program, Software Development, Communications, and Network Administration. Centralization allows for better coordination of services, reduced overhead, and elimination of duplicate systems and services. • IMS and Management Services have developed a 5 year business plan which outlines goals and objectives, completed projects, and future projects. • IMS ties Division goals and objectives to individual performance evaluations. • IMS utilizes a group of Technology Consultants to understand user needs, operations, and identify technology solutions. • The Division has developed a comprehensive set of policies and procedures. • IMS measures customer satisfaction with IT services through use of a user survey administered quarterly. Changes in satisfaction are monitored to identify areas of improvement. • IMS staffing and expenditure levels are consistent with commonly observed benchmarks. • IMS does not have excessive layers of management. The following points summarize the improvement opportunities in these areas: • Not all IT services have been effectively centralized within IMS. Several Departments provide IT services and have IT staff including: the Airport which maintains its own network administration staff; Public Utilities has a number of technical personnel; the majority of GIS services are located within City Engineering; the Police Department has several IT personnel. • IMS has not developed a comprehensive technology plan. Matrix Consulting Group Page 83 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • While IMS incorporates user input into the development of the network architecture document, IMS does not incorporate broad user input into the development of a technology plan. • IMS does not utilize a stakeholder group to conduct a technology needs assessment. The current approach relies on individual contacts which are typically informal. • There are very few goals and objectives in place to guide Division operations and management. There are very few performance measures in place to monitor progress on these issues. • IMS conducts ongoing reviews of its policies and procedures in its Leadership Team meeting, Daily 8:30am Status Meeting, and semi-annual update of its "Position Paper" document. However this review is informal and needs to be more structured through the creation of a formal policy, procedure and practice. • IMS does not have formal IT governance authority over Department IT acquisition. • IMS does not have formal service level agreements in place with user Departments. • Spans of control within function units or teams vary widely from 1:3 to 1:14. • IMS does not have a continuing education requirement or policy in place for staff development. The next section discusses strengths and weaknesses related to security. 2. SECURITY IMS has implemented a number of measures to ensure data security. A summary of the strengths of the Division's approach to security includes the following: • Business Recovery Plan: IMS has undergone an initial analysis of potential threats and risks, analysis of likely impacts on the system, identification of critical systems, and a plan for disaster recovery. IMS has also explored options for back-up sites through agreements with other agencies including vendors (i.e. BiTech). • IMS has conducted tests on systems to assess potential vulnerability and identify security systems. Matrix Consulting Group Page 84 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • IMS has developed a comprehensive security management system including policies and procedures on virus control, data access, and appropriate use. A dedicated team was established to monitor firewalls, IPS/IDS, spam servers, and other security issues. • IMS has taken a security approach that relies on "layers" of firewalls, IDS/IPS, spam filters, anti-virus, and network monitoring to ensure security. • IMS staff tests beta versions of new operating systems (e.g. Vista) to evaluate potential costs and benefits. • IMS monitors security threats through its IDS / IPS systems. Security plans and policies are updated based on recognition/identification of new threats. • IMS utilizes a spam filter to filter all incoming email and remove unwanted email. • IMS, as part of the "defense in depth" policy for protection of data, has implemented network internal firewalls around high-value database servers. The Implementation is currently being configured by the Security Team. The project team has also identified the following improvement opportunities to strengthen data security: • IMS should continue to explore back-up site options, increased system redundancy, and other methods for restoration of critical city systems. • Disaster recovery training should be extended to all IMS employees as well as key City employees. • Additional testing of various scenarios and critical systems should take place. • IMS should continue to implement internal firewalls to improve the security of critical system data and mitigate potential internal threats. Security policies should be reviewed at minimum on an annual basis. • IMS should implement virtual networks to segment the City network and secure access to sensitive data. • IMS should continue to research and identify potential threats to the City's network and document new security measures. The next section discusses PC support and customer service. Matrix Consulting Group Page 85 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division 3. PC AND NETWORK SUPPORT Based on a review of current practices to best management practices, the following strengths in PC and network support were identified: • Desktops have been standardized through the PC Rental program. A core set of software has been developed for the city as well as virus protection programs, email usage, and internet filtering. • Network monitoring, imaging of and remote control functionality is provided through LANDesk. • IMS uses software (Remedy) to track help desk tickets and measure customer needs and recurring problems, turnaround time, identify training needs, and evaluate workload. • Approximately 73% of help desk tickets are resolved within the same business day. • IMS conducts user surveys to assess levels of satisfaction with a variety of services. These surveys are conducted quarterly. • IMS has implemented LANDesk which allows network administrators to inventory workstations, operating systems, and utilization of software. This information can be updated as needed. • IMS and Human Resources have established position descriptions for each classification within IMS that describe qualifications and technology skills needed. • IMS has an enterprise license agreement with Microsoft for network operating systems and Office. In addition, the Division controls anti-virus and email scanning licensing. • IMS has standardized on the Microsoft environment which reduces maintenance and support requirements. IMS has also developed a core set of software for the City. • IMS administers the PC Rental Program which ensures that desktops are replaced on a regular basis. • IMS develops replacement plans for network architecture. • IMS provides a high level of service to Departments through use of technology consultants who act as business analysts for user Departments. Matrix Consulting Group Page 86 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • IMS has implemented "best-of-breed" applications such as LanDesk, NetScout, Barracuda, WebSense, McAfee, Sabari Antigen, etc. These systems automate the management of updates, filter spam, audit the system, etc. The project team has identified the following improvement opportunities regarding PC support and customer service: • IMS has begun an effort that will automate the process of workstation software license compliance. The Department should ensure that this project is fully implemented and that these audits are performed at least semi-annual. • IMS should ensure that Department purchased and implemented systems to not conflict with existing systems or cause additional maintenance. • The City should develop a formal governance document which empowers IMS to review all major technology purchases and installs. • IMS should evaluate system architecture to integrate systems that provide duplicate functions (e.g. timekeeping and maintenance management). In addition, package solutions should be evaluated against in-house developed applications to ensure enhanced functionality is not missed. • IMS should develop formal service levels agreements with user departments. The next section provides an assessment of software development and support. 4. SOFTWARE DEVELOPMENT AND ANALYSIS The following points summarize the strengths of IMS in this area: • IMS has developed a customer oriented approach to software development and acquisition. This approach relies on Technology Consultants who focus on business needs and evaluate the costs and benefits of technology solutions. • IMS has developed a number of applications that improve the productivity and management of user Departments. The following points highlight the key improvement opportunities: • IMS does not utilize a Technology Steering Committee with department representation. • The current approach does not evaluate the costs and benefits of integrating systems across multiple departments/divisions where necessary. In addition, customers generally direct the development of systems without regard to the Matrix Consulting Group Page 87 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division needs of the City as a whole. Since systems planning is handled on an individual Department basis, the full benefits of enterprise level solutions may not be fully examined. • IMS does not directly charge departments the cost of in-house developed software. This creates incentives to build instead of buying outside packages. • While IMS has developed a system to track staff time spent developing in house systems, it does not utilize this system to manage and plan systems development. The next section discusses web services. 5. WEB SERVICES The following points summarize IMS strengths related to the provision of web services and E-government: • The City's website is nationally recognized by the Center for Digital Government since 2000 as one on the top governmental web sites in the nation. It has also been recognized as a Best of the Web and recognized by the State of Utah. • The City's website has the ability to deliver streaming media content as well as live broadcasts. • The City's website allows users to utilize a number of City services including: payment of parking and traffic tickets online, applying for a job, renewing business licenses and obtaining business registration information, paying and viewing assessments, payment of water bills, apply for permits and schedules inspections, report tree maintenance needed, report sign maintenance needed, report zoning and housing violations, and other services. The following points highlight the key improvement opportunities related to web services: • IMS should continue to revamp City and Department web pages to ensure a consistent look and feel. • IMS should continue to pursue web based applications that provide additional transactional capabilities online (e.g. online building permit applications). • IMS and the City should streamline the content review process and implement a content management system. Matrix Consulting Group Page 88 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division The next section discusses issues related to communications services. 6. COMMUNICATIONS AND NETWORK SERVICES This section provides the project team's assessment of strengths and weaknesses of communications services. The following points summarize the key strengths of the Division in this area: • IMS conducts an annual review of all telephone lines to ensure they are paying only for the facilities used. IMS also manages inventory using Qwest Control. • In larger buildings with more than 100 Centrex lines, the City utilizes public branch exchanges (PBX) to reduce Centrex line costs. A private branch exchange (PBX) makes the City a miniature telephone company with the ability to add and delete telephone stations, select calling options and account for calls. Private branch exchange (PBX) switchboards relay incoming, outgoing, and interoffice calls within a single location. • The existing PBX network is IP ready and capable of supporting point-to-point IP based services on the Wide-Area Network. The following points highlight improvement opportunities in this area: • IMS should evaluate the feasibility of implementing Voice over IP technology to reduce telephone line costs and improve the integration of voice, data, and video communications. • IMS should develop formal service level agreements with user departments related to communications services. The final section discusses issues related to document management. 7. DOCUMENT MANAGEMENT IMS has begun the process of developing a comprehensive document management system. The City adheres to state standards regarding retention policies, has imaged approximately 2 million documents, and has begun the process of forms standardization. IMS should continue this process to develop an integrated, city-wide document management system. Matrix Consulting Group Page 89 U CO U o a) O O C 2 L Q1 > C ' .�+ C � CAL C o -Q . 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ANALYSIS OF THE INFORMATION MANAGEMENT SERVICES DIVISION This chapter presents the project team's analysis of the management, organization and services of the IMS Division. This chapter is organized into the following sections: 1. Organizational Structure; 2. Long Term Technology Plan; 3. Data Security; 4. System Acquisition and Analysis; 5. Communication Services; 6. Customer Satisfaction; 7. Adequacy of Support to End Users; 8. Level of Staffing; 9. Core Business Applications; 10. Facilities; 11. Technology Replacement; 12. Billing to Users. 1. ORGANIZATION OF INFORMATION MANAGEMENT SERVICES (1) Information Technology Functions in the City Have Not Been Entirely Centralized. The centralization of information technology services provides a number of benefits to organizations. By centralizing IT services, organizations can more effective plan and coordinate service delivery, reduce system infrastructure costs by taking advantage of economies of scale, and reduce the potential for overlapping systems and duplicate technology. While the majority of the City's IT service delivery and oversight has been centralized within the IMS Division, there are some IT services being provided outside of IMS including: • The Salt Lake City Airport maintains its own IT staff (with support from one software engineer from IMS) and manages its own architecture. • The Police Department has technical personnel who administer and maintain laptops, radios, and the CAD system. • The Fire Department also has an IT position which administers the Fire CAD/RMS system. Matrix Consulting Group Page 116 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • The Public Utilities Department has technical personnel (in addition to support from IMS). • GIS resources including technology and staffing are distributed throughout the City. GIS personnel are within the City's Engineering Division, Transportation Division, and Public Utilities. • While IMS provides guidance to departments regarding buy versus build decisions and new applications, departments can purchase and implement new systems without IMS approval. The table below shows the distribution of IT staff by position across these Departments/Divisions: Department/Division Position. Number Airport Information Technology Manager 1.0 Software Engineer II—Reports to IMS 1.0 Telecom/Information Manager 1.0 Network Administrator I 1.0 Telecom Analyst II 2.0 Telecom Fiber Tech 1.0 Total 7.0 Community Development CD Administration Software Engineer—Reports to IMS 1.0 Planning Division GIS Specialist 1.0 Transportation Division GIS Tech II 1_0 Total 3.0 Fire Department Communications Division Data and Information Administrator 1.0 Police Department Administrative Bureau Senior Tech Support Specialist 1.0 Technical Support Specialists 5_0 Total 6.0 Public Services Department City Engineering Division GIS Manager 1.0 GIS Analyst 1.0 GIS Specialist 1.0 Eng Data/SID Specialist 1.0 GIS Tech II 1.0 Total 5.0 Matrix Consulting Group Page 117 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Department/Division Position Number Public Utilities Department Administration GIS Manager 1.0 GIS Analyst 1.0 GIS Specialist 2.0 GIS Tech II 2.0 Seasonal GIS Tech I 0.6 Total 6.6 Total 28.6 The following points can be made regarding the information above: • As shown above, there are approximately 29 "IT" staff members providing some form of information technology support who are not organized in IMS. • However, it should be noted that the level of "IT" support provided by these personnel will vary significantly based on position and role within their organization. For example, a Technician is likely to provide a low level of IT support, generally related to gathering data, tracking hardware and software, and performing basic troubleshooting. Conversely, a Manager is likely to be engaged in activities more closely related to systems planning. However, without conducting a job evaluation for each of these positions it is difficult to determine staff would be covered by this qualification and which would not. • The "IT staff' assigned directly to the Police Department are involved in information technology and support activities. However, they are also involved in other tasks and activities (such as the radio system). As a result, these staff could be excluded from the total. • A number of these positions are GIS related which may entail a combination of data development, utilization of GIS technology to facilitate departmental planning, and systems maintenance or development. While the function of these personnel may justify their organization under a separate Department, the potential exists for duplication of services or insufficient technology planning. The fact that IT services are not entirely centralized within IMS requires that effective coordination and planning take place to capture the benefits of enterprise level solutions, and provide consistent service levels to the City. Matrix Consulting Group Page 118 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division The project team evaluated the IT functions currently being provided outside of the Division to identify consolidation opportunities. The criteria utilized to make this determination included the following: • The level of operational expertise needed to provide the IT service or function. For example, certain positions such as GIS positions within the Planning Department will require knowledge of city planning to develop GIS data. However network administration and general IT support does not require operational expertise. • An assessment of whether consolidation is required to ensure effective IT planning including: centralization of data sources, the coordination of technical support, and network administration. • Evaluation of the level of IT service provided and whether it is appropriate to consolidate the position in a full IT service organization. Based on these criteria, the project team evaluated each IT function currently being provided outside IMS. The table below summarizes this assessment: Operational Expertise Level of Coordination Department IT Functions Needed? Needed Airport Network Administration While knowledge of A high level of Telephone Services Airport operations is coordination is needed Software Engineering useful, network to capture the benefits (This position currently administration and of systems planning, reports to IMS) telephone services do economies of scale, and not require operational cost effective expertise. technology replacement planning. Community GIS Services GIS services require GIS services require a Development Software Engineering knowledge of high level of (This position currently community development coordination to ensure reports to IMS and is concepts and data sharing and located at IMS) regulations. interoperability. Fire Department CAD/RMS Data CAD/RMS system A moderate level of Administration administration requires coordination Is needed (This position currently knowledge of Fire to ensure proper data reports to IMS and is Department operations. sharing between the located at IMS) However, no specialized Police Department and fire education is the Fire Department. needed. Matrix Consulting Group Page 119 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Operational Expertise Level of Coordination Department IT Functions Needed? Needed Police Department User Support Records management High level of Records Management requires specific coordination is needed knowledge of Law to coordinate Enforcement technology replacement operations, retention and mitigate policies, and criminal maintenance needs. law. User support does not require operational expertise. Public Services GIS GIS services provided GIS services require a Department by the City Engineering high level of Division require coordination to ensure specialized knowledge. data sharing and interoperability. Public Utilities GIS GIS service provided by GIS services require a Public Utilities requires high level of some knowledge of coordination to ensure public utility operations data sharing and and infrastructure. interoperability. Based on the analysis above, the project team makes the following recommendations regarding consolidation of IT services: • Network administration and telephone services currently being provided by the Airport should be consolidated into IMS. These services do not justify their organization into a separate Department. While the physical location of personnel at the Airport is desirable, these functions should be organized under the Network Administration and PC Support unit of IMS. This approach would consolidate six positions (Information Technology Manager, Telecom/Information Manager, Network Administrator I, Telecom Analyst II, Telecom Fiber Tech) into IMS. • GIS services currently housed at Community Development, Public Services, and Public Utilities should continue to remain within these Departments. • CAD/RMS administration currently provided under the Fire Department should be consolidated under IMS. This position should be reorganized under software engineering since it is a database administration function. It should be noted that this person is current assigned an office at IMS, despite being funded by the Fire Department's budget. • Technical support functions within the Police Department should continue to be organized under the Police Department. While coordination of hardware Matrix Consulting Group Page 120 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division purchases and software implementation is necessary, the project team believes that these positions provide a low level of IT support (e.g. hardware tracking and basic set-up). As a result, it would not be appropriate to consolidate these positions. Records management functions should remain within the Department. This would reorganize six personnel (1 Senior Support Specialist and 5 Technical Support Specialists) under the IMS Division. In sum, the project team believes that there are a number of IT functions current provided within other City departments that should be re-organized under IMS. This approach will ensure that effective management and coordination of IT support is achieved. Recommendation: The City should consolidate IT support functions currently provided by the Airport and Fire Department. (2) The Organizational Structure of the Division Does Not Promote Effective Collaboration and Long Term Planning. The project team evaluated the current organizational structure in place within IMS. This assessment focused on the current reporting structure, the division of responsibilities, the relationships among units with similar or related functions, and the ratio of managers to staff. The project team makes the following observations regarding the current organizational structure: • The Division's organizational structure is relatively flat. There are six managers who report to the Deputy Director and Director/CIO: One Network Support Manager, one Help Desk Supervisor, one Technology Consultant Manager, one Software Engineering Manager, one Security Team Manager, one Office Manager, and one Communications Manager. • Spans of control within each team range from 1:3 within the Security and Communications teams, to 1:14 for the Technology Consulting Team. Managers within these teams have disparate levels of responsibility due to this imbalance. • The Division has no dedicated unit or staffing for research and development or policy development. These responsibilities are shared by managers, the Deputy Director, and Director. As a result, these areas receive less attention due to the need to manage day to day operations. Matrix Consulting Group Page 121 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • The current organizational approach creates barriers within applications development and acquisition. Technology Consultants and Software Engineering are occasionally at odds over whether products should be developed in-house or purchased from an outside vendor. This was evident in the project team's interviews with personnel who indicated that there is often relatively little interaction between the Technology Consultant and Software Engineers during the development process. Based on the above, the project team believes that several organizational changes should be made to improve coordination of service and increase accountability. The changes needed and reasons for these changes include the following: • The Division does not have sufficient capacity to develop adequate long term planning documents, conduct research, and periodically update and review policies and procedures. Creation of a policy research and development unit would provide this capacity. • The Division does not effectively coordinate software development and acquisition. The current approach creates two groups, one that advocates for Departments, and one that develops software. These groups should be consolidated to ensure a common objective is shared. Consolidation will also create better information sharing: Technology Consulting will have access to more technical information while Software Engineering will understand more of the operational and business logic behind department technology needs. The project team believes that these issues will be resolved by changing the current organizational structure as shown in the organization chart below: Matrix Consulting Group Page 122 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division CIO Director Deputy Director 1 Planning and Applications Operations Security Front Office Policy Services Administration —Disaster Recovery —Enterprise Services Client Infrastructure —Audits Services Services —Asset Management —Enterprise Maintenance —Security Stds. —Help Desk Int. —Network —Standards/Policies —Enterprise Applications —Help Desk Ext. —Servers —Strategic IT Planning —GIS —Training —Data Centers —Internet —Workstation Admin —Database Admin —Telephones The following points summarize the organizational changes presented above: • The creation of the Applications Services Section which consolidates Technology Consulting and Software Engineering into one group. This approach unifies the understanding of business processes (Technology Consulting) and technical knowledge (Software Engineering) to allow for more effective evaluation and development of technology solutions. Given the size of the current teams, both managers Software Engineering and Technology Consulting would be utilized to supervise the groups. An executive manager would oversee both groups and have final decision making authority. The estimated cost of the executive manager position will be approximately$125,000 in salary and benefits. • This approach also provides the Division with a research arm that focuses on planning and research on new technology. This new office will require the addition of a senior staff level position to coordinate the development of the technology plan. It is estimated that the cost of this position will be approximately $90,000 to $100,000 in salary and benefits. Matrix Consulting Group Page 123 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • The new organizational structure moves the Communications Team under a new Operations Team comprised of Client Services and Infrastructure Services. This eliminates the low span of control within the Communications Team and presents an opportunity to utilize these personnel to provide additional support. This new Team centralizes all infrastructure management in one part of the Division. • This structure leaves the security team as a specialized unit. While the span of control within this unit remains at 1:3, it is important for this team to be independent. In addition, this function focuses exclusively on system security which is functionally distinct from other units. • Front office administration remains the same. Again, while this results in a low span of control, the Front Office Manager handles all financial reporting for the Department. As a result, less than half of her time will be spent managing front office personnel. Overall, the revised organizational plan will reduce many of the Division's low spans of control, provide needed research and planning resources, and improve coordination of software acquisition and analysis. Recommendation: The IMS Division should reorganize its operations as follows: (1) Consolidate the Communication Team into a new Infrastructure Team; (2) Consolidate Software Engineering and Technology Consulting into one unit and add one executive manager to oversee both teams; (3) Create a new policy and research unit initially staffed with one senior staff member to support technology planning, policy development, and research. The estimated cost of the two new positions is approximately $215,000 in salary and benefits. 2. LONG TERM TECHNOLOGY PLAN The Salt Lake City Corporation is, in large part, an information-based organization. If the Salt Lake City Corporation is to successfully respond to the challenges that lie ahead, support business goals and objectives, improve programs, measure performance, make good policy decisions, and respond to rapid changes in business requirements, it must continue to improve the way that it uses its technology and information resources. The effective use of technology, given the financial resources available to the Matrix Consulting Group Page 124 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the lMS Division City, necessitates the development of a long-term technology plan to address such areas as the integration of information from different databases, the level of IT expenditures for application development and priorities over the next few years, and managerial accountability for implementation and timeframes for implementation. The long-term technology plan should identify both a vision for information technology as well as the specifics over the next three to five years that will be utilized to accomplish that vision. Not all of the vision will be realized over the three to five years; the plan should identify priorities for allocation of scarce financial resources and the costs of the prioritized technological expenditures over the next three to five years. For example, the vision of Maricopa County, Arizona for information technology, as identified in their 2003 information strategic plan, states, "Information Technology will champion Maricopa County into the Information Age by: Enhancing Business Models By Moving From-) To: County Personal Services 4 On-Line Citizen Self Sufficiency Internal Department Services 4 Employee Self Sufficiency Paper/Phone-based Services '-) Electronic Government Varying Technical Skills 4 Full Technology Literacy Solid Departmental Boundaries 4 Flexible Public/Private Boundaries 8 x 5 Service -9 7 x 24 Service Converting to a Digital Medium By Moving From -9 To: Silo-Bound Paper Processes 4 Horizontal Digital Workflow& Forms Paper Archiving 4 Electronic Document Image Archives Videoconference Rooms 4 Desktop Video Serial Comment and Approval Concurrent Collaboration Group Classroom Training 4 Real-time on-Line/Video Training. Enabling a Mobile Workforce By Moving From To: Dial—Up Services 4 Extensive Mobile Infrastructure Discrete PDA/Pager/Cell Phone -4 Integrated Remote Device Discrete Mail Systems 4 Integrated Voice, E-Mail and Publishing Facsimile Machines 4 Interne-directed Retrieval and Printing Increasing Efficiency By Moving From To: Departmental data Centers -) Shared Service Bureaus Insourced Technology Services 4 External Service Providers Multiple Microcomputer Vendors 4 Consolidated Purchasing Portal Integrating Systems By Moving From To: Discrete E-Mail/Web/GIS 4 Integrated Desktop Services Discrete Resource Directories 4 Universal Resource Directory Discrete Office Equipment -) Networked Office Devices Matrix Consulting Group Page 125 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division The City does not currently have a technology plan in place. Planning materials consist of a five year business plan which is limited to goals and objectives for each Department. There is a limited discussion of IMS goals and projects underway. An effective, long-term technology plan should include guiding principles for the investment of scarce financial resources in information technology (such as utilizing these investments to eliminate inefficient tasks and duplicate data). For example, Maricopa County identified guiding principles that should be utilized in implementing their information strategic plan. Examples of these guiding principles include the following: • Significant investment in new technology will be integrated with process improvements which eliminate inefficient tasks and duplicate data. Data will be entered into the information system only once at the point of origin. • Common systems will be used for similar business functions unless verifiable proof exists that some functions must remain different or unique. Shared systems resources and common data repositories will be exploited wherever possible. • The preferred approach to new systems will be to integrate purchased applications that are based upon recognized industry standards -- modification of these systems should be kept to an absolute minimum. Custom development will be considered only as a last resort. New systems will be validated by the business unit in pilot implementations prior to full-scale deployment. • Technology resources will be leveraged effectively and efficiently through the adoption of common standards and shared information. Data, voice, video, image, workflow and GIS information systems shall be standardized and interoperable among agencies. The IT infrastructure will define the interfaces between systems. The strategic plan should also include a number of other relevant topics including the following: • The mission, goals and objectives of the IMS identifying the managers responsible within the IMS responsible for implementation of the objective and the time frame for implementation. For example, an objective of the Division should be to create and update enterprise security policies and procedures. The Matrix Consulting Group Page 126 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division objective should specify that IMS will establish an internal policy security group that will create and update enterprise security policies, that these policies will be based upon needs identified by direct experience as well as requirements identified by Salt Lake City Corporation users and advisory groups, and that the IMS will work through the policy formation and adoption processes. A manager or supervisor should be identified as responsible for this objective and a timeframe for implementation assigned. • A description of the current information technology environment — in terms of file servers, desktops, operating systems, telephone network, data network, video network, LAN support service, etc.; • A SWOT analysis that presents the strengths, weaknesses, opportunities, and threats (such as technology obsolescence); • The planned information technology changes in response to the SWOT. Employee and vendor self-service may replace current processes that are paper intensive and require numerous handoffs to complete. • A description of strategic issues. Strategic issues could include information technology architecture (security, data network, voice systems, etc.), information technology management (disaster recovery, policy development, etc.), e- government, etc. • A work program for each strategic issue that identifies the following: - The title of the initiative; - The priority of the initiative; — The business requirement of the initiative; - The information technology goals and objectives supported by this initiative; — A description of the initiative; and - Estimated resources or costs required by the initiative (broken down by hardware, software, staffing costs, communication services, training, software annual maintenance, and hardware annual maintenance. The purpose of the information technology strategic plan is to provide a road map for the Salt Lake City Corporation and identify how to best allocate scarce financial resources given the inevitable competing demands. Matrix Consulting Group Page 127 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division To begin this process, the City should re-establish and re-constitute its IT Steering Committee composed of IMS leadership and key representatives of key user Departments including: Police, Fire, Public Services, Public Utilities, Airport, Management Services, and Community Development. Important roles for this committee in this process would be to: • To facilitate a process which balances user service needs, IMS objectives for system integration and Salt Lake City Corporation cost effectiveness targets as these relate to system planning. • To facilitate inter-departmental issues relating to systems which cross user boundaries. • To increase the recognition among users that information systems are not 'free' but are critical resources for their efficient and effective operations. • To make a coordinated communication of needs and budget to the City Council. The new research and development unit recommended in the prior chapter can help coordinate this effort. This process should take between six months to one year to complete. Additional support can be obtained by contacting communities which have already undergone this process, such as Maricopa County, Arizona. Recommendation: The IMS Division should spearhead the re-establishment of an IT Steering Committee composed of representatives from key Departments. The representatives should be leaders from each department, having the knowledge and a stake in the effective use of information technology in their operations. Recommendation: The Information Management Service Division should develop a strategic plan for information systems and technologies. Matrix Consulting Group Page 128 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division 3. DATA SECURITY (1) The IMS Division Should Continue Efforts to Develop an Actionable Business Recovery Plan. The IMS Division has already gone through the process of developing a business resumption plan. The Business Recovery Plan developed by the Division contains the following elements: • An assessment of potential threats to the City system. • An assessment of the probability of these events. • Identification of the critical systems affected and priority for restoring these systems. • Identification of preventive controls currently in place including back-up procedures, facilities controls and back-up, etc. • A business recovery plan which outlines back-up sites, locations of servers and critical system infrastructure, IMS responsibilities and communications plan, and discussion of how to handle various scenarios. A business recovery plan identifies challenges in resuming critical City functions in the event of a major disaster and outlines steps for dealing with each challenge. Additional elements of an effective business recovery/ resumption plan include: • Business impact analysis and risk assessment. • Mitigation strategies and safeguards. • Identification of back-ups and off-site storage. • Contingency plans for different types of disruption of information systems • Organizational responsibilities for implementing the disaster recovery plan • Multiple site storage of back-up documents. • Plan tests and training of employees Matrix Consulting Group Page 129 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division The Division's plan covers a number of these elements. However, there are issues with respect to the IMS's efforts to date, including: • Back up sites and plans to recover the City's financial City system are limited. The Division has identified two options: — Using Bi-Tech's facilities in Chico, California to restore the IFAS system. - Partnering with user groups such as Associated Students — CSU Chico, Clovis Unified School District, City of Aurora, and Sarasota County. The options have not been tested and no formal agreements are in place. • The Division has conducted a limited amount of testing to identify weaknesses with the current plan. • The Division has not provided comprehensive training to staff members on disaster recovery procedures. The Division should assign back-up site identification and agreement to the Deputy Director and the Security Team Manager. These individuals should also develop test plans and training materials for IMS employees. These plans should include: • Development of exercises and tests for restoring critical systems based on various disaster scenarios. For example, a test of the procedure in place to restore the City's financial system. These tests should be planned for all major systems (e.g. Financial, Public Safety, Utilities, etc.) on a periodic basis to ensure system restore plans are effective. • Develop and conduct training which provides IMS employees with information on procedures for responding to emergency situations including assignment of responsibilities, communications plans, etc. • Revisions of plans and training materials based on feedback from training participants and the results of the business recovery simulations. Overall, the Division can make improvements to the current business recovery plan in place. Matrix Consulting Group Page 130 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Recommendation: The Division should work to identify sufficient back-up sites for business resumption in the event of a disaster. In addition, IMS should provide additional training to employees on disaster recovery polices and test elements of the plan periodically to identify weaknesses. (2) The Division Utilizes a Number of Best Practices to Manage the City's Network and Ensure Data Security and Availability. However, Additional Steps Can Be Taken to Ensure Safe, Effective, and Efficient Delivery of Service. One of the critical functions performed by the IMS Division is the administration of the City's network. This function ensures that data is available, reliable, and secure. The project team utilized a number of best practices to assess the Division's management of the network and data systems including: • A multi-layered approach to network security is utilized including: Internet perimeter protection consisting of a perimeter firewall and stand- alone intrusion detection system; Subnet/router layer with firewall hardware and software at the subnet level; and Desktop machine and file server layer with personal firewall and virus scanning software. • E-mail is filtered and inappropriate file types are blocked (such as EXE, SCR, BAT, PIF). • Security standards have been developed to include diagnostic tools, monitoring tools, intrusion detection systems, firewalls, encryption, secure e-mail, and anti- virus. • Effective software licensing control procedures and software are in place to detect the presence of unlicensed software on personal computers, and to ensure compliance with licensing laws. • Desktop lockdown software is utilized to avoid mailware / spyware, allow enforcement of software standards, and simplify the support environment. • A centralized anti—virus server is utilized to allow central management of desktop virus protection for more efficient, reliable desktop virus protection. Matrix Consulting Group Page 131 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • A centralized patch server is utilized to allow centralized management and distribution of software patches. • The enforcement of password security including periodic changes to passwords. • Utilization of virtual area networks (VLAN's) to separate traffic by department and function to enhance network performance and ensure the integrity and segregation of sensitive data between different departments and segments by creating logical barriers that isolate information access only to authorized users. • Data centers are deployed with physical and environmental controls with a comprehensive backup system in place. • Utilization of centralized back up servers for desktops and file servers, and routine back ups of desktops and file servers. • The implementation of a secure data sharing system to allow for efficient and secure file sharing. • IMS uses SNMP (Simple Network Management Protocol) agents in network devices to provide monitoring and alarms for the network. • IMS developed a fault tolerant network through redundancy. IMS has implemented and utilizes the majority of the elements above. However, the project team has identified the following areas of improvement to enhance data availability and security. • Improving the security of data by implementing additional internal firewalls. This measure will protect the network from internal threats. Additional firewalls should be added around servers that house confidential or sensitive data. Depending on the level of throughput needed and the number of servers protected, additional firewalls will cost between $4,000 and $17,000. • The implementation and use of virtual networks to manage access to sensitive data and improve network performance. New firewall technology has the capacity to virtually manage access to network data sources. Firewalls with security context software will cost between $15,000 and $25,000 depending on throughput and licensing requirements. • Improving fault tolerance by increasing redundancy and back-up systems. Providing additional redundancy through the use of back-up servers and additional server clustering will improve fault tolerance. In addition, the use of storage area networks will improve data availability and simplify the back-up Matrix Consulting Group Page 132 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division process. Adding additional back-up servers will costs approximately $5,000 per server, while setting up a storage area network will depend on the level of capacity desired and configuration of the network. The Network Support Team should continue to work towards improving network redundancy, data availability, and fault tolerance. The Team should focus on making these improvements within the next year. Recommendation: The IMS Division should take additional steps to improve data security and availability including: adding additional internal firewalls, improving fault tolerance by increasing redundancy, utilizing Storage Area Networks, and the implementation and use of virtual networks. The estimated cost of these changes will vary based on the technology utilized and the configuration of firewalls and virtual networking devices. (3) Policies and Procedures Are Comprehensive and Contemporary. However, the Division Can Make Improvements to the Current Security Measures and Policies in Place. The project team documented and assessed the Division's policies and procedures related to acceptable use, e-mail, virus protection, passwords, and other measures to identify opportunities to improve data security. A detailed description and summary of these policies is shown in the descriptive profile (see Chapter 2). Based on our review of current policies and procedures in place, the project team has the following observations /findings: • The Division has effective systems in place to monitor network attacks and intrusions. These include Intrusion Prevention Systems, Intrusion Detection Systems, Spam Filters, Firewalls, and an ISA server. • The Division has designated a Chief Information Security Officer and established a special unit to assess security issues. • While the Division has a fairly comprehensive set of policies and procedures related to acceptable use, viruses, security measures, passwords, security, etc. • The Division has developed security plans and has performed some testing of security measures in place. However, additional test plans should be developed and routinely tested. Additional security testing allows organizations to identify Matrix Consulting Group Page 133 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division weakness in their security systems and modify systems and policies based on those tests. Examples of these tests include intrusion attempts from outside the City's firewalls, and virus screening. These tests should be conducted regularly by the Security Team. • IMS should continue to monitor and update security policies and plans. Again, based on security tests, documented breeches, and research on new security threats, the Security Team should periodically review and update security policies and plans. Recommendation: IMS should provide additional training on security policies to City employees. In addition IMS should ensure that security plans are tested on a regular basis and policies and procedures are regularly updated. 4. SYSTEM ACQUISITION AND ANALYSIS (1) The Division Does Not Have an Effective Technology Approval and Evaluation Process in Place. The evaluation of technology needs and solutions to improve City-wide business processes is a critical element of any technology plan. An effective technology approval and evaluation process includes the following elements: • An initial assessment of business process weaknesses or efficiencies to be gained from the implementation of new technology. • Development of specifications and key functionality needed. • Identification of the potential costs and benefits of implementing an enterprise level solution to improve business operations of the organizations city-wide. • Assessment of the costs and benefits of purchasing existing technologies or developing systems in-house. • Submission to an IT Steering Committee or group that evaluates IT needs, costs and benefits, and priority of implementing new systems. IMS has taken a customer oriented approach to technology development and acquisition. The following points summarize the approach taken by IMS for system acquisition and analysis: Matrix Consulting Group Page 134 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • This process includes the use of technology consultants who act as business analysts for their assigned Departments. • The technology consultant will identify technology needs and develop specifications. • The technology consultant will identify solutions with the client department and advise them on the costs and benefits of developing a solution in house or purchasing a third party package. • A Technology Group of personnel from IMS (Technology Consulting & Software Engineering) discusses the status and priority of projects and the staffing resources available. • Meetings are also held with the respective Department and IMS Managers to discuss system requirements, timelines, priorities, and resources available. • A technology committee composed of representatives from Departments is not currently utilized to evaluate technology projects, costs, priorities, and other issues. However, there are departmental steering committees in Public Utilities, Fire Department, and Police Department that are formed from department management personnel and IMS. In the project team's view, this approach creates a number of issues associated with it, including: • Weaknesses in identifying enterprise level solutions to City business process improvement. This is evident in the large number of maintenance management systems utilized throughout the City. An enterprise solution would integrate data related to maintenance of the City assets and provide for effective planning. • Lack of an accurate cost / benefit analysis of buy versus build considerations due to the charge back model. Software Development costs are not billed directly to Departments except for enterprise funds (e.g. Public Utilities, Airport). • Duplicate systems that create problems with integrating data and utilizing metrics to plan and coordinate City wide functions. For example, Financial Management and Planning, Maintenance Management, and Human Resources applications are fragmented and not completely integrated and duplicate systems are in place (see Assessment of Core Business Applications for details). Matrix Consulting Group Page 135 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Overall, the process utilized by IMS and the City to evaluate technology project is not effective. The project team recommends the following changes to improve this process: • Re-establish the Technology Steering Committee with key representation from the major Departments and IMS Managers. This approach will foster discussion of utilizing technology city-wide and facilitating a cross departmental focus to system integration and cost effectiveness. At least one senior representative from each Department — Airport, Public Utilities, Community Development, Public Services, Police, Fire, and Management Services should constitute the Steering Committee. This committee will make recommendations the City Administration and the City Council and set priorities regarding technology projects. The Committee should also have authority to approve large scale projects (e.g. Financial Systems). Meetings should be held every two months to monitor progress on projects. • Continue to utilize technology consultants to identify technology solutions and preparing recommendations to the Technology Steering Committee for major systems. Despite the reorganization of the technology team, technology consultants will continue to provide advice and support to user departments. However, large projects will require the approval of the Technology Steering Committee. Technology consultants will provide recommendations to the committee. • Change the current cost allocation model. This will allow the Steering Committee to evaluate the true costs and benefits of developing in house systems or purchasing third party solutions. The cost allocation model is discussed in more detail in Section 12. The objective for this should not be full cost recovery of services provided by IMS. Rather, the technology committee should establish cost recovery targets which serve to underscore 'a' cost associated with these services. The project team recommends that IMS be consistent in how it evaluates the cost of software development and purchased packages so that the committee considers the cost of development in decisions to build or purchase systems. Recommendation: The City should change the current software acquisition process to capture the benefits of enterprise level solutions and ensure cost effectiveness. Recommendation: Prior to establishing a charge back system, the City should re- establish the technology steering committee comprised of key department representatives and IMS managers. This committee should be charged with establishing a focus on cross-departmental cooperation and system integration which meets the balanced needs of the City. Matrix Consulting Group Page 136 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division (2) The Division Can Improve Management of the Current Software Development Process. The effective management and coordination of software development projects is critical to capturing the full benefits of technology solutions and ensures smooth implementation. Elements of an effective software management system include: • Establishing a clear business objective for new systems. • Establishing timelines for development including critical phases and deliverables. • Providing clear product specifications and system requirements. • Documenting staff and resource utilization. • Documentation of system development and changes. • Development of QA/QC test plans. While the IMS Division utilizes a number of these elements to manage software development projects, there are a number of improvement opportunities including: • Inconsistency in the use of project management tools. Interviews with software engineering personnel indicate that there are projects in which there are few specifications developed and key deliverables are not clearly defined. In addition, testing typically consists of user testing and there is limited use of peer (software engineer)testing done. • Timelines change frequently as the list of projects is re-prioritized. The current backlog of projects is relatively large and many start and anticipated completion dates are not updated. • Staff time spent on projects is not measured or analyzed to assess the efficiency of in-house developed applications. The Division does track time spent on projects using DP Time, however, reporting capabilities are limited and is not routinely used. This limits the ability of managers to effectively plan project develop and establish clear timelines. IMS should take a number of steps to improve the software development process including: Matrix Consulting Group Page 137 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • Documenting employee utilization and time spent on each project. The Division has a system in place (DP Time) which tracks employee time. The Division should utilize this system to evaluate the efficiency of developing in house applications and for developing accurate project timeframes. • The Division should standardize project planning materials to ensure consistency across projects. This includes a formal document stating business objective or purpose, critical functionality, timelines and key deliverables, and estimated budget based on staff time. These materials should be used to measure performance of the software engineering unit and ensure that customers have a clear understanding of the costs and benefits of developing solutions in-house versus purchasing an outside system. Recommendation: The IMS Division should develop standardized project management tools to document business objectives, timelines, key deliverables, peer test plans and code audits, and track actual personnel utilization on development projects. This approach will provide an accurate picture of costs and benefits of developing software in house. The re-constituted information technology user committee would have an important role to play in this process. (3) IMS Should Work Toward Increased Training of Software Engineering Personnel to Ensure Consistent Service Levels. As information technology advances take place, IT professional must continually update their skills and knowledge to effectively leverage new technology. Through interviews with IMS staff and review of training plans and resources, the project team identified the following issues with respect to skills enhancement and continuing education: • While IMS staff are encouraged to learn about new technology and are provided manuals, books, are sent to training courses within and outside of the City, there are no continuing education requirements or standards in place. • There is an imbalance of skills among software engineering staff. This creates problems with assigning projects, which require use of new development platforms, particularly the new .Net platform. Given the constantly changing environment of information technology, the Division should develop training objectives and assess an individual's performance based on evidence of skill enhancement and continuing education. As a guide, the Matrix Consulting Group Page 138 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division project team recommends developing a policy which requires 24 hours of continuing education per staff member annually. IMS estimates that staff is receiving this level of training already and has a database set up to monitor continuing education. IMS should utilize this system to measure progress towards training objectives. IMS typically spends approximately $130,000 for training courses, certifications, seminars, and conferences within and outside of the City for fiscal year 05-06. Given the number of IT staff (56 excluding the front office), this amounts to approximately $2,000 per employee for career development/continuing education. The Division has clearly made a commitment to providing resources for staff to learn new technologies. The Division should however, formalize the process to ensure all IT staff are taking advantage of these opportunities. Recommendation: The IMS Division should develop requirements for staff continuing education. As a guideline, the Division should target a minimum of 24 hours per staff member each year. 5. COMMUNICATION SERVICES. (1) The Division Should Continue Efforts to Revamp City Web Sites and Streamline the Content Management Process. Salt Lake City has been recognized by the Center for Digital Government since 2000 as one of the top governmental web sites in the nation. The City has also been recognized as a 'best of the web", and has been recognized by the State of Utah for its website. The City also provides a host of online services, bulletins, and streaming video. However, based on interviews with user Departments as well as IMS staff, the project team has identified the following improvement opportunities to enhance web services: Matrix Consulting Group Page 139 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • The City should streamline content management process. The current approach relies on Department contacts to create new content, seek design support from IMS, submit the content to the Mayor's Office for approval, and finally request posting of the new content to the City's website. There are several issues associated with this approach including: - Some departments do not have a dedicated contact person. In addition, Departmental personnel are not always well trained in website design tools such as front page. - The City does not utilize a content management system which allows standardization of format (i.e. templates), and quick review of updates and changes. Departments would need to be trained on the use of these systems. • Departments indicated they would like additional video streaming of City events such as City Council meetings, Mayoral Addresses and speeches, and other live events. While this is an attractive service for city residents, this would require additional resources in terms of staffing and equipment. The Division just added staffing and equipment costs in the FY 05-06 budget of approximately $120,000 to provide current SLC TV services. In addition, the utilization of streaming video service is not likely to be high. Overall, minor improvements can be made to web services. Recommendation: The City should streamline the content management process currently used to update the City website. (2) The City Has Developed an Efficient Data and Voice Network. The City Should Continue to Pursue Enhancements to the Communications Infrastructure Including Voice Over IP. The project team evaluated the adequacy of the City's data and voice network. The following points summarize the project team's findings related to data and voice communications: • Network connectivity is provided to all City buildings and work sites. • The City has developed or is in the process of developing a number of wireless solutions for field access for such applications as citation processing, field inspections, fire and police field inquiries, service dispatch and status updates. Matrix Consulting Group Page 140 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the/MS Division • The City has developed a standard citywide approach for those employees that need remote access to the City's network (such as from their home) using a VPN remote access system. • The City employs practices that provide consistently available and fully operational file servers. However, system "uptime" is currently tracked on web servers only. • IMS provides a ratio of 500 workstations to 1 e-mail/calendaring server. • IMS provides a ratio of 250 workstations to 1 file/print server. • IMS is in the process of moving from LSS (45 Megabit, full-duplex), to QMOE, (100 Megabit full-duplex), raw Ethernet. However, internet connectivity to fire stations and golf courses are limited and not yet T-1 level. • Concentrators (hubs) provide for device monitoring, isolation of faulty ports or segments, and fault tolerance capability for the concentrator. • The concentrators (hubs) have the capacity for intelligent monitoring, "virtual" high speed individual networks segments, and switching technologies. • Land line telephone costs are routinely audited to assure proper billing of costs. • In larger buildings with more than 100 centrex lines, the City utilizes private branch exchanges (PBX) to reduce centrex line costs. A private branch exchange (PBX) makes the City a miniature telephone company with the ability to add and delete telephone stations, select calling options and account for calls. Private branch exchange (PBX) switchboards relay incoming, outgoing, and interoffice calls within a single location. • The existing PBX network is IP ready and capable of supporting point-to-point IP based services on the Wide-Area Network. Businesses and governments across the country are beginning to leverage Voice over IP (VolP) technology to reduce telephone line charges and better integrate the delivery of voice, data, and video services. The IMS Division has already begun to research and evaluate the benefits of Voice over IP technology to reduce costs and improve service. The City is well positioned to take advantage of Voice over IP technology to improve its communications network. IMS should evaluate the feasibility of implementing voice over IP technology. Matrix Consulting Group Page 141 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Recommendation: The City should establish a committee, spearheaded by IMS, to evaluate the feasibility of implementing Voice over IP technology. 6. CUSTOMER SATISFACTION In addition to the customer survey data present in Chapter 4, the project team also evaluated mechanisms in place to ensure customer satisfaction. While a number of measures can be utilized to promote customer satisfaction, high service level communities utilize specific methods to evaluate and ensure high levels of customer satisfaction. These elements include: • The use of an IT Steering Committee comprised of key representatives of IT customers and Executives from the City IT Department/Division. This group provides a forum for a discussion of service level issues, identification of IT needs, and evaluation of technology plans and solutions. This group also acts as an accountability mechanism to ensure IT service standards are met. The committee's principle role in the customer satisfaction process is to facilitate an orientation of high customer service while balancing the overall needs of the City for system integration and cost effectiveness. • The use of formal service level agreements which outline key service provision elements including: - A description of services provided to user Departments. - A description of services not provided to user Departments. - A description of standard business procedures including business hours, methods for service requests, and dispute resolution procedures. - A description of service level objectives or requirements. This may include identification of time frames for responding to work orders and service requests based on urgency. These objectives will be measured and performance against standards will be evaluated on a periodic basis. - A description of costs and service charges broken out by function/service type. This will also include a description of the process utilized to develop the Department's budget, the factors utilized to allocated costs, and identification of the budget review process. - Identification of dispute resolution procedures and governance authority. Matrix Consulting Group Page 142 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Based upon a review of Department policies and procedures, the IMS Division does not have formal service level agreements in place. In addition, the City does not utilize an IT Steering Committee to allow user to have input on IT service levels and projects. While some service description details are provided within the Corporate Rental Program Agreement, including covered software, hardware, peripherals, and costs, the majority of service agreements are informal. IMS addresses service level agreement issues through meetings between technology consultants and user departments and meetings between IT managers and department personnel (informal or formal). User interviews indicate that not all departments have the same level of input and influence on IT decision making. In addition, many departments do not understand how the City allocates IT charges and cost recovery. The project team believes that the City should develop formal mechanisms to ensure high levels of customer service including the development and use of an IT Steering Committee and formal service level agreements. Recommendation: The City and IMS should formalize its approach to IT customer service. This includes the re-establishment of an IT Steering Committee with a cross-departmental focus and the development of service level agreements with user departments. 7. ADEQUACY OF SUPPORT PROVIDED TO END USERS. The IMS Division provides three levels of IT support to end users: • The first level consists of help desk personnel (Help Desk Tech & Net Admin I) who track work orders and attempt to resolve issues over the phone and with remote control functions of LanDesk (Network Administration Software). • The second level consists of field technicians (Net Admin II) who provide physical support to user. • The final or third level consists of support from Network Administrators (Net Admin III). All work orders are track utilizing the Remedy system. Matrix Consulting Group Page 143 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division The PC Support Unit is currently undergoing changes to the allocation of staff across functions. This change will essentially assigned five personnel to fixed field locations (level II support) within the City/County building (1), Public Safety Building (2), and Public Utilities (2). Nine personnel will remain at the help desk. These assignments will be rotated to ensure cross-training and skills development. The Division also has a Training Coordinator, with assistance from PC Support personnel, who schedules, provides instruction, and develops training courses for City employees. A list of training services is provided in the descriptive profile in Chapter 2. The project team has the following observations / findings regarding the level of end user support: • The PC Support Unit has established service level objectives for response time to work orders based on priority/urgency including: Urgent calls (e.g. server is down, communications system is down, critical application is down) receive a response within 15 minutes. - High priority calls (critical hardware, software effecting multiple users) should receive a response within 1 hour. - Medium priority calls (problems affecting a single user) are responded to within 8 working hours. - Low priority calls (upgrade request, installation) are responded to within 5 working days. • The Help Desk handles approximately 14,707 support requests each year, or approximately 60 calls per day. Based on a typical staffing level of 11 (after considering leave), this results in an average of 6 calls handled per IT support staff per day. • The PC Support Unit tracks all work orders in Remedy and measures the time needed to resolve help desk tickets. Based on statistics kept by the help desk, the following response times were achieved during 2004 and 2005: Approximately 73% of tickets were handled within one business day. Matrix Consulting Group Page 144 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division - Approximately 7% of tickets were handled the next business day. Approximately 10% of tickets were handled in 2 to 5 business days. - Approximately 9% were handled within 5 business days. • IMS has implemented "best-of-breed" applications such as LanDesk, NetScout, Barracuda, WebSense, McAfee, Sabari Antigen, etc. These systems automate the management of updates, filter spam, audit the system, etc. • The Division has the tools in place to effective administer desktop settings through imaging and remote control tools available in LanDesk. • An up to date inventory of hardware and software (licensed and unlicensed) is maintained utilizing LanDesk. In addition, the Division has centralized software distribution (Operating System and Office Suite) through its master agreement with Microsoft. • The Division has developed minimum qualifications and certifications for IT support personnel, which ensures consistent service levels. • The Division conducts a customer service survey every quarter to assess customer satisfaction with IMS services including: PC Support, Software Engineering, Training, Technology Consulting, Web Services, and Communications. Customer satisfaction trends are evaluated to identify changes in service levels from quarter to quarter. Survey results indicate that users are consistently satisfied with IT support provided by IMS. • The Division also conducts surveys of training participants to identify additional training opportunities and overall satisfaction with training services provided by IMS. As shown above, the Division has taken a number of steps to ensure high levels of support to end users. It should also be noted that the Division is pursuing the addition of in-house computer and printer repair as an additional function of the PC Support team. This service is currently being contracted to Compucom and under warranty with HP. The Division is not planning on adding staffing to handle this workload as the workload generated from these activities (approximately 50 hours in Matrix Consulting Group Page 145 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division 2005) is not significant. However, these services will provide PC support staff with additional skill development opportunities. Overall, the Division provides a high level of user support. Recommendation: Make no changes to current staffing and service levels provided by the help desk. 8. CORE BUSINESS APPLICATIONS The project team evaluated the current business applications in place which support the City's core business processes. 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Q . c a) C o ( o. m aU a o) C) o n CO r5o N ° L 4-- 7 a"' C C C 0 Ly LCONOC - _ N c anE < Wma c ( NWC "- .c7 I— .c : 4=.cN . o . o j 0 Z a) t 4, 0 w 'a 0 Q a) Z CIS Ja) ct C 7 Z E o R O o c Q U ° W * L c i r (Un 0 a) £ Y 0 c N c E a) J "" E o a > e � 4 a) o m o ° 0) - 0 0. r � f003 °- E c ° m c..) Q V U. a) a.Q U N O = Q w c k L 0 Ts a) O Li. •° CO w Q Z CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division As shown in the preceding exhibit, the City should evaluate its current application portfolio to identify enterprise level solutions that will improve integration of critical management data, eliminate duplicate systems, and potentially reduce maintenance costs. To summarize, the following areas require additional evaluation: • Financial Management: The City should evaluate the need for in-house developed modules and systems designed to provide functionality currently available through IFAS. The IMS Division has developed and continues to develop modules that are available in the current version of IFAS. The reliance on in-house developed software inflates the number of software development and support personnel needed. • Human Resources: The City should stream line employee time tracking systems to eliminate duplicate systems and reduce support and maintenance needs. In addition, IMS has developed a number of systems in house which are available in IFAS. • Document Management: IMS should continue to work towards implementing Hummingbird and Alchemy as a city-wide document management system. Additional steps needed to implement this system include standardizing and creating an inventory of forms used by each Department and linking electronic documents and applications data to paper or imaged documents. • Public Safety CAD/RMS: The City should evaluate the need for distinct Police and Fire CAD/RMS systems and ensure that systems are well integrated to provide incident trend analysis, implement consistent AVL programs, and management personnel deployment and other operational issues. The City should also work towards implementing a single CAD system for Fire and Police incident tracking. • Customer Relationship Management: The City should evaluate and work towards the implementation of a customer relationship management system. The current systems in place to not effectively integrate data regarding citizen requests for service or standardize performance metrics on city provided services. • GIS: While IMS and the City have taken a number of positive steps to ensure data compatibility and centralization of GIS data, the City should evaluate current GIS data production methods to ensure that all geographic data is readily accessible for city wide applications. • Permit Management: IMS should ensure that there is proper information flow and integration of building and engineering permit systems. Planning, Building, Matrix Consulting Group Page 157 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division and City Engineering should have access to the same information to ensure effective planning and coordination. Overall, there are a number of systems in place that are either duplicative or that are available in packages currently owned by the City or available in the market place. IMS and the City should change the current process for application development and acquisition to ensure that the true costs and benefits of "buy vs. build" are examined. In addition, the City should streamline the number of applications utilized for maintenance management, timekeeping, and financial managements. Streamlining these systems will reduce the need for current staffing levels, free up existing personnel to pursue other projects (such as document management), and provide a more efficient allocation of IT personnel. Recommendation: The City and IMS should evaluate the core business applications discussed in this section to ensure appropriate levels of integration, eliminate duplication and enhance management information. 9. LEVEL OF STAFFING There are a number of IT research and consulting organizations that utilize benchmarks to assess the adequacy of an organization's staffing levels. Matrix Consulting Group utilizes benchmarks developed from its experience conducting management audits around the United States. It addition, benchmarks have been developed by and are compared to other industry leaders such as Gartner Group as a point of reference. These benchmarks include the following: • Gartner reports that the average ratio of staff to users for private and public organizations is approximately 5 IT staff to 100 users ("Benchmarks can help determine staff sizes", February 2005). Gartner also indicates that IT staff are typically allocated amongst functional assignments as follows: Software application development averages 25% of total staff across all industries. Matrix Consulting Group Page 158 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Software application support and maintenance averages 15% of total staff across all industries. Database administration averages approximately 6% of total staff. IT production/operations average 15% of total staff. Network/Security average 15% of total staff. Planning and architecture average approximately 4%. Relationship management averages approximately 3%. IT administration averages approximately 9%. Help desk functions average 8% of total staffing. It is important to note that the ratios and percentages above represent all industries (i.e. private enterprises, government, and non-profit) and include IT contractors and external service providers. • Matrix Consulting Group has identified a Best Management Practice for IT staffing for municipal governments which was developed through our experience with local governments across the country. This measures calls for IT staffing to represent between 2% to 3% of total City employment. • The main difference between the ratio utilized by the Gartner Group and Matrix Consulting Group is that Gartner's survey encompasses organizations in several industries, not just local government. As a result, software production companies and other corporate service organizations are included in Gartner's figure. Matrix's ratio includes only local governments across the United States. Since the ratios identified above include all City IT staff not just IMS employees, the project team determined the total city-wide IT staffing. Note that IMS employees are broken down by function; other Department IT staffing is listed by position. Matrix Consulting Group Page 159 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the/MS Division Department/Division Function I Position Staffing Levels IMS Application Development 8.0 Application Support& Maintenance 8.0 Database Administration 3.0 Production/Operations 12.0 Network/Security 11.0 Planning &Architecture 2.7 Help Desk 6.5 Relationship Management 2.3 IT Administration 7.5 Total 61.0 Airport Information Technology Manager 1.0 Software Engineer II 1.0 Telecom/Information Manager 1.0 Network Administrator I 1.0 Telecom Analyst II 2.0 Telecom Fiber Tech 1.0 Total 7.0 Community Development CD Administration Software Engineer 1.0 Planning Division GIS Specialist 1.0 Transportation Division GIS Tech II 1.0 Total 3.0 Fire Department Communications Division Data and Information Administrator 1.0 Police Department Administrative Bureau Senior Tech Support Specialist 1.0 Technical Support Specialists 5_0 Total 6.0 Public Services Department City Engineering Division GIS Manager 1.0 GIS Analyst 1.0 GIS Specialist 1.0 Eng Data/SID Specialist 1.0 GIS Tech II 1.0 Total 5.0 Matrix Consulting Group Page 160 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Department/Division Function/Position Staffing Levels Public Utilities Department Administration GIS Manager 1.0 GIS Analyst 1.0 GIS Specialist 2.0 GIS Tech II 2.0 Seasonal GIS Tech I 0.6 Total 6.6 Total IT Staffing 90.6 As shown above, approximately 36% of the City-wide IT staffing is located outside of the IMS Division. It should be noted, however, that several of the staff listed in the table above, especially GIS and police support staff, could be considered non-IT staff rather than true information technology staff. As a result, for purposes of the staffing calculation, the project team considered only those positions, which have a substantial IT role including: systems planning, development, maintenance, IT related administration, or is primarily involved in troubleshooting or providing help desk type support. Based on these criteria the project team revised the city-wide "IT" staffing numbers: Department/Division Function I Position Staffing Levels IMS Application Development 8.0 Application Support & Maintenance 8.0 Database Administration 3.0 Production/Operations 12.0 Network/Security 11.0 Planning &Architecture 2.7 Help Desk 6.5 Relationship Management 2.3 IT Administration 7.5 Total 61.0 Matrix Consulting Group Page 161 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Department/Division Function I Position Staffing Levels Airport Information Technology Manager 1.0 Software Engineer II 1.0 Telecom/Information Manager 1.0 Network Administrator I 1.0 Telecom Analyst II 2.0 Telecom Fiber Tech 1.0 Total 7.0 Community Development CD Administration Software Engineer 1.0 Fire Department Communications Division Data and Information Administrator 1.0 Public Services Department City Engineering Division GIS Manager 1.0 Public Utilities Department Administration GIS Manager 1.0 Total IT Staffing 71 The next table below compares current city-wide IT staffing levels to the benchmark ratios identified above: SLC Users/Employees Benchmark Ratio Staffing Needs 1,896/2,917 Gartner Group: 5:100 users 95 1,896/2,917 Matrix Consulting Group: 2% — 58—87.5 3%of total City Employment Matrix Consulting Group Page 162 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division SLC Users/Employees Benchmark Ratio Staffing Needs Application Development—13% Application Development—25% NA Application Support& Application Support& Maintenance— 13% Maintenance— 15% Database Administration—5% Database Administration—6% Production/Operations—20% Production/Operations— 15% Network/Security—18% Network/Security—15% Planning &Architecture—4% Planning &Architecture—4% Help Desk— 10% Help Desk—9% Relationship Management—4% Relationship Management—3% IT Administration— 12% , IT Administration—8% It is important to note the following regarding the above: • As shown above, depending on the benchmark ratio used, staffing needs range from approximately 58 personnel to 95 personnel. Based on actual city-wide IT staffing Salt Lake City is within this range. Note that IT staffing is within the range suggested by the Matrix Consulting Group benchmark but understaffed according to the Gartner Group benchmark. It is critical to note that the Gartner Group standard is a cross industry benchmark and is not specific to local government. • Based on surveys conducted by Gartner the IMS Division has personnel under allocated in application development, support and maintenance, database administration, and relationship management. However, the Division is also over allocated in production operations, network/security, help desk, relationship management, and IT administration. • While benchmarks are useful for gauging the relative staffing of information technology organizations, staffing is largely a product of service level commitments. For organizations that seek to provide a high level of service to its customers, support a large number of products, and administer a complex system architecture, staffing needs will be higher. In addition to utilizing staffing benchmarks, the project team evaluated several workload elements to assess the adequacy of current staffing levels. These areas include: • The backlog of work within IMS for software development projects. Based on review of the Department software engineering project list, there are a number of projects outstanding including the migration of the Informix databases to SQL Server. A list of the current backlogged projects is shown in the descriptive profile in Chapter 1. Matrix Consulting Group Page 163 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • The responsiveness of help desk personnel to work order requests. IMS tracks responsiveness to customer requests on a regular basis. Data indicate that the help desk is resolving approximately 73% of work orders within one day, 7% of work orders within two days, 10% within two to five days, and 9% over five days. The results of the user surveys also indicated that the majority of users are satisfied with the level of support received from IMS. • Staffing levels compared to systems architecture. IMS supports over 150 in- house developed and vendor procured software programs. While this is a very high number of systems to support, many of these "programs" are reports or queries which interface with other systems. In addition, the number of systems in place is also a product of the software development and acquisition processed which is discussed later. In addition, the ratio of computers to help desk support personnel is approximately 337 to 1 (2,192 PCs and 6.5 Help Desk FTEs). This is outside the best practices range of 200 to 1. Overall, the project team believes that the IMS Division is appropriately staffed given its current service philosophy and workloads. There are however, a number of changes that can be made to application development and acquisition process that can reduce the current workload and need personnel. These include the elimination of duplicate systems currently in place, a change in emphasis to purchasing third party packages instead of developing software in-house, and changing service level targets for desktop support (e.g. changes in the target % of work orders resolved in one business day). Recommendation: Current staffing levels are a result of the Division's service philosophy and service commitments relating to applications development. Long term, the City should alter the applications development and acquisition process. 10. FACILITIES The project team evaluated the current facilities in use by the Division to house IT staff, equipment and infrastructure. This assessment included an analysis of the following issues: • Identification of current space utilized by the City for IT support, storage, and operations. Matrix Consulting Group Page 164 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • Assessment of the centralization or distribution of IT infrastructure and potentials for consolidation. • Identification of environmental controls and controlled access to data centers. • Assessment of the availability of back-up sites with back-up power supplies, internet and network connectivity, and communications systems. • Assessment of City owned space and leased space utilized for IT support and the potential for cost savings. The IMS Division utilizes a number of sites to house IT infrastructure. The Division does not however, lease space to provide IT service. Facilities used by the Division are listed in the table below: Location Card Access Keyed UPS Generator Airport J J J Arts Council J J Cemetery J J City&County J J J Gallivan Center J J Golf(Forest Dale) J J Parks J J Plaza 349 J J J Public Safety J J J Public Utilities J J Sorensen Center J J Streets/Fleet J J Water Rec. J J The project team makes the following observations and findings regarding the use of facilities by IMS: • All sites utilized by the City for IT support are City owned. The City does not lease any space. • The City utilizes thirteen locations to house IT staff and equipment. All of these facilities have uninterrupted power supplies and controlled access. In addition, five sites have emergency generators. • The City has backup internet connections at some of these facilities with routers and firewalls ready. Matrix Consulting Group Page 165 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • The Division has ample space to house its IT staff and equipment and has consolidated the majority of its IT infrastructure. • While the Division utilizes a number of facilities to house equipment, these locations are needed to provide network services to City Departments. • While the distribution of resources provides some buffer in the event of a disaster or other emergency, the Division needs an adequate back-up site located outside of the City in the event of a disaster. This site should have internet connectivity, environmental controls, a back-up power supply, and ample space to house operations. Overall, the City makes effective use of facilities to provide IT services. The Division should however, continue to identify appropriate back-up facilities. With the addition of the new public safety building, the City will have additional sites available for back-up servers and hardware. However, the City and IMS should continue to pursue agreements with agencies outside of the City for a back-up site. The Deputy Director and Security Officer should be charged with this responsibility. Recommendation: The Division should continue to work to identify potential back-up locations for disaster recovery and secure use agreements. 11. OVERALL, THE DIVISION HAS DEVELOPED AN EFFECTIVE INFRASTRUCTURE ENHANCEMENT AND REPLACEMENT PLAN. IT organizations need to plan for the routine maintenance and replacement of hardware, software, and infrastructure to provide high levels of service to customers. This requires organization to prepare near term and long term planning documents to estimate costs and equipment needs. Additional elements of an effective technology plan include: • Developing replacement costs for network infrastructure including: application and file servers, physical wiring, and communications equipment. • Developing replacement costs for PC hardware, software, peripherals, and other equipment. Matrix Consulting Group Page 166 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division • Developing appropriate replacement cycles to ensure advances in technology can be leverage and system maintenance can be mitigated. • The Development of timeframes and schedules for acquisitions. • Prioritization of infrastructure replacement needs. The following describes the current process utilized to plan for technology replacement in Salt Lake City's Information Management Technology Division: • The Division has established a Network Architecture Committee which develops a 5 year architecture replacement plan which includes: -- Identification of hardware/software in need of replacement with cost estimates. -- Identification of communications and physical wiring in need of replacement. -- Identification of development technology needed to improve developed systems. -- Identification of additional functionality needed including network maintenance and monitoring tools and other enhanced functionality. -- Prioritization of the plan. • IMS has standardized the PC environment through implementation of the PC Rental Program. Approximately 95% of City users participate in this program. This program also provides a PC refresh system which replaces desktops every 3 years, printers are replaced every four years, and monitors every five years. • The Division has effective policies and procedures in place to track purchasing and inventory of computer equipment and other hardware. While the City has a number of effective methods in place to replace technology infrastructure, workstations, and peripherals, the Division does not routinely conduct lifecycle analysis of existing systems. There are some systems in place that have outlived their useful life cycle. For example, the City still uses a C prompt work order system (Burke Work Order System), and has a large list of applications which may not Matrix Consulting Group Page 167 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division have been reviewed for years. Consequently, the project team recommends implementing an application review process consisting of the following elements: • Technology Consultants should document systems in place within each Department and there level of utilization. • Every two years, the Technology Consultants and or Software Engineers should review the list of systems utilized with each Department to evaluate its usefulness. Systems that have been in place for extended periods of time (e.g. 10 years) will be identified for replacement based on customer needs. • Technology Consultants and or Software Engineers will make recommendations on new software solutions and prioritize these replacements. • Large systems that potentially impact multiple Departments should be reviewed and approved by an IT Steering Committee. In sum, the City and IMS should formalize the current approach to software replacement. Recommendation: The IMS Division should formalize its approach to software replacement and lifecycle analysis. The Division should establish timelines for reviewing software in use by Departments and evaluate system usefulness. The Division should make recommendations for replacement of outdated systems. 12. BILLINGS TO USERS The IMS Division operates as an internal service fund. This means that personnel, operating, and capital costs are allocated to the user Departments within the City to recovery costs. Cost allocation models or "charge back" systems are effective ways to provide service and ensure accountability for IT spending. The current charge back system utilized by IMS operates as follows: • The IMS Division operates the Corporate Computer Equipment Rental Program whereby city departments can pay monthly fees for desktop computers, monitors, printers, and other equipment. These charges are billed directly to the respective departments. Each piece of hardware has a replacement cycle: PCs are replaced every three years, laptops every three years, monitors every five years, printers every four years, etc. IMS purchased inventory directly from the vendor and Matrix Consulting Group Page 168 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division charges a rental fee to each Department. Examples of the current costs for various equipment is as follows: Flat Panel Monitor (17") $8.50 per month ($102 per year) including maintenance. HP DC7600 Desktop (3 year term) $34.00 per month ($408 per year) including maintenance. HP DC 7600 Desktop (2 year term) $50.00 per month ($600 per year) including maintenance. HP Laser Jet Printers (4 year term) $42.00 to $69.00 per month (depending on model) including maintenance. Maintenance is provided on equipment purchased directly by Departments at a cost of$12 per month for PCs and $5 per month for printers. • IMS personnel time allocation reports are generated to determine the percentage of time spent providing network services and software engineering for general fund or non-general fund departments (e.g. Public Utilities, Airport, Fleet, Golf, Sanitation, and Redevelopment). • Network Administration cost allocations are determined by summarizing all costs for Network Administration (salaries, benefits, equipment, services, etc.) and then allocating these costs based on number of PCs supported by division. Costs are allocated to the general fund as a lump sum, while costs to enterprise funds are allocated by department. • Software Engineering costs are allocated based on percentage of time spent by IMS personnel engaged in software engineering (this may include technology consultant, web team personnel, software engineering, and security/UNIX personnel). Personnel assigned to the Airport and Public Utilities are broken out separately. The total number of hours spent servicing the general fund, and non- general fund departments are calculated and multiplied by the annual labor rate (typically the network annual labor rate which is equivalent to total annual network costs divided by the sum of employees providing network support). • Annual telephone cost allocations are done as follows: An updated report is generated from Order Pro for each Salt Lake City Division/Department identifying all lines, modems, equipment, special circuits, DSL, T-1 maintenance, or time and materials associated with the Division/Department. Charges are allocated directly to each Division/Department. • Other support costs are allocated directly to Departments/Divisions based on usage and or benefit. Examples of these additional services provided include: Matrix Consulting Group Page 169 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division imaging, support of non-core software, support of hardware not purchased through the Computer Equipment Rental Program, training on non-core software, and others. The project team makes the following observations and findings regarding the current cost allocation model: • The current approach of leasing computer equipment is effective. The current approach makes computer equipment replacement predictable and easier to budget for, and provides Departments with a consistent estimate of computer replacement costs. It also minimizes maintenance needs and ensures that each department makes use of current technology. It is also important to note that this approach was recently improved to ensure that equipment was fully depreciated to provide adequate reserves for continuing purchase of new equipment. • While it is appropriate to charge network services to a non-department specific line item in the general fund, software development typically benefits a specific department, while network services benefits the City as a whole. Network services typically consist of maintaining servers, user accounts, and connectivity to the City's network. As a result, there are general benefits from network administration. However, software development typically benefits one Division or Department. As a result, software development costs should be born by the Department receiving the service. • The current approach creates an incentive for general fund Departments to have software developed in-house since they are not directly charged for Software Engineering projects. When Departments are presented with the option of developing an application in house or purchasing a solution from an outside vendor, they are presented with the option of budgeting for additional dollars for purchasing a package system or not incurring any costs by developing a system in house. As a result, there is an incentive to build vs. buy. • The Division does not utilize actual time spent on Software Engineering to calculate Department allocations. The IMS Division uses estimates of time spent working on various projects for Department and allocates personnel costs based on those estimate. However, the Division has a timekeeping system in place which tracks actual time spent on projects. If Departments were charged directly, the Division would need to begin utilizing actual time spent on projects. This approach would also ensure that accurate buy vs. build costs are available and timelines are accurate. • All other charges are billed directly to users. These include telephone services, repair charges not covered by the PC rental program, specific Matrix Consulting Group Page 170 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division equipment purchases, and maintenance agreements for software used by specific Departments. The Division should change the current cost allocation model to bill the direct cost for software development. This approach will improve accountability for software development by accurately reflecting the true costs of in-house development systems and provide accurate measurements of time spend on projects. The table below shows the estimated direct costs of software development and support to each Department/Division in the City. Billing Department/Division Hours Rate Amount Percentage Airport 1,558.41 61.10 95,222.92 5% Attorney 99.00 61.60 6,098.40 0% Community& Economic Development 1,754.50 61.89 108,579.08 6% Council 40.00 61.60 2,464.00 0% Fire 350.25 61.60 21,575.18 1% Management Services-Access Maintenance 479.00 61.92 29,659.58 2% Management Services-Accounting 1,354.00 61.99 83,933.56 4% Management Services -Admin Enf. Office 416.00 61.90 25,751.18 1% Management Services-City Justice Courts 1,131.00 61.64 69,719.28 4% Management Services-Dir.of Mgt. Services 31.00 61.58 1,909.00 0% Management Services- Human Resources 577.00 61.77 35,639.80 2% Management Services- IMS*** 13,450.00 61.81 831,319.22 42% Management Services- Policy& Budget 8.00 61.60 492.80 0% Management Services- Purchasing 972.00 61.98 60,245 3% Management Services- Real Property 27.00 62.47 1,687 0% Management Services- Recorder's Office 8.00 61.60 492.80 0% Management Services-Treasurer 596.50 61.68 36,789.22 2% Mayor 87.00 61.73 5,370.24 0% Police 4,573.75 61.79 282,618.26 14% Public Services 1,047.50 61.90 64,837.44 3% Public Utilities 3,150.10 61.76 194,538.30 10% Total 31,710.01 61.78 1,958,941.96 100% *** Include vacation, sick, training, meetings, administration and other leaves As shown above, the potential cost increases range from $492.80 for the Recorder's Office to $282,618 for the Police Department. Note that Airport and Public Matrix Consulting Group Page 171 CITY OF SALT LAKE CITY, UTAH Final Report of the Management and Performance Audit of the IMS Division Utilities are shown in the table above. However, these Departments are already directly charged for software development services. Recommendation: The City should modify the current cost allocation model for software engineering costs. Software engineering costs should be billed directly to user Departments (both General Fund and Enterprise Funds). The current charge back model should be changed to eliminate incentives to developing software in-house. This approach will make the Division more accountable for providing this service by identifying the true cost of in-house software to Departments. Recommendation: The overall level of 'cost recovery' targeted should be determined by the City in conjunction with the re-constituted user committee. Matrix Consulting Group Page 172 SU 13 Cl) N. 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Ili, .Mdde ■Ma, ■ , m$O .a Salt Lake City Retail Sales > DSJoo MSS (Sales, Services, SZ0D 'T''e Purchases 2004) 'i w ■vwc sun Salt Lake City Total : $4.84pin billion City's sales, services and purchases were 29 percent Salt Lake County's total of 2004 Sales, Services,Purchases Leaders $16.6 billion. $6.00 --- — — City's sales, services, and purchases were roughly 14 $5_00 percent of state total of$35.41 billion. •Lay1on •Murray $4.00 0 Ogden Salt Lake and Davis counties oOrem •S�.�e accounted for 55 percent of ■St,Ge o O $3.00 state total sales, services, and ■Sandy m OSLC purchases. ■SSL •Uninc SL $2.00 - QWJordan VWC Source: Utah State Tax Commission $too $o 00 Vv � Talking Points I. Ordinance Issues A. Project loca ted in D1 District B. Purpos e of District (Central Business District) 1. To foster an environment that is consistent with the area's function as the business, retail, and cultural center of the City and region C. Inherent in this purpose is the need for careful review of proposed development in order to achieve established objectives for: 1. Urban design 2. Pedestrian amenities in relation to retail, cultural, and office uses D. There are special regulations to note in the project area: 1. Special controls over block corners, particularly properties located in intersections, which have special height requirements 2. Special controls over mid-block areas, which apply to intervening properties between block corners have special height requirements 3. Special controls over the Main Street retail core —these regulations apply only to the Main Street retail core area. Control over the intensity of development on blocks is needed due to the large size of blocks and streets and the resulting effects on pedestrian/vehicular circulation and business activity. Issues include: a. Height of structures b. Lot size and shape c. Façade treatment E. Revie w body for ordinance issues 1. Planning Commission primarily through planned development/conditional use review II. Master Plan Policy Issues A. Linking the two developments (sky bridge) 1. Master Plan policies related to view corridors will need to be reviewed and perhaps amended. B. Revie w bodies for Master Plan issues 1. Planning Commission primarily through Master Plan review and amendment 2. City Council primarily through Master Plan review and amendment