2019 IT Strategic Plan Report

PERSPECTIVE FROM THE CIO Technology is such a vital component in all of our lives that our capability to conduct business within the City using advanced technological means will only continue to grow. The City of Greensboro will deliver services digitally, faster, and more efficiently. We will harness the power of data to inform decisions that will benefit our residents and support economic growth. We will embrace innovation to address current and future challenges. And, we will become a Smart City leader in our state. The plan outlined in this document is a review of the IT strategies that will advance technology innovation to benefit service delivery, organizational efficiency, and quality of life for the residents of Greensboro. The IT management team and I worked with Info-Tech research group to develop this plan in alignment with the City’s overarching goals and top business context themes. The IT Department is committed to listening and leading in the delivery of technology services that align with the needs of City departments and our residents.

Jane Nickles , CIO Information Technology Department City of Greensboro

STRATEGIC PLANNING PROCESS

Analyze the business context Slide 4

Design the target state of IT

Assess the current state of IT

Assess gaps and define the roadmap

City of Greensboro’s Core Values

“ honesty, integrity, stewardship and respect ”

City of Greensboro’s Core Purpose

“ We exist to partner with the community to build the desired quality of life for Greensboro. All of our actions are guided by our commitment to and measured by our success in building public trust and the future we and the community desires. Critical to our success is maintaining a work environment which fosters employee commitment to public service and making a difference in the lives of our residents. ”

Greensboro'sCity Goals City Council has identified these five goal areas as a strategic focus to achieve the community's vision. Council also identified objectives within these goal areas.

BUSINESS CONTEXT INTERVIEWS – SEPTEMBER 18, 2018 CIOs must execute strategic initiatives that add value to the business. Business leaders must understand that IT has limited resources. Determining which IT initiatives to fund is a decision that must be based on which initiatives offer the greatest value to the business and those that align with the organization’s strategic objectives and goals. Having a clear understanding of the business is crucial to executing on strategic IT initiatives.

In order to gain insights into the City of Greensboro’s business strategy, goals and themes regarding IT, representatives of Info-Tech Research Group conducted the following interviews on September 18, 2018:

Executive One-on-one Interviews:

• David Parrish , City Manager • Steve Drew , Interim Assistant City Manager • Chris Wilson , Assistant City Manager • Barbara Harris , Assistant City Manager

Group Discussion:

• Sue Schwartz , Planning Director • Kenney McDowell , Engineering Director • Kristine Williams , Water Resources Deputy Director • Rick Lusk , Finance Director • Nasha McCray , Parks & Recreation Director

TOP BUSINESS CONTEXT INTERVIEW THEMES HIGHLIGHTED

The executive interviews conducted on September 18, 2018 revealed several themes in terms of what was important to the participants for the City to be able to accomplish its goals. Of the themes identified, the following five stood out in terms of perceived priorities:

Customer Service/Community Engagement

1

IT Innovation/Smart Cities Initiatives

2

Business Relationship Management

3

IT Governance (e.g. prioritization of IT initiatives)

4

IT Chargeback

5

IT IMPLICATIONS FROM BUSINESS THEMES

The IT management team conducted a detailed IT implications analysis for each business theme from the perspectives below. A more detailed description of the IT implications can be found in the appendices.

- • Provide more self service options to City citizens. • Leverage public private education partnerships. • Increase staff training for new hires. - -

People

- • Validate and make chargeback process more transparent. • Establish segregation of duties between developers and QA. • Continue to build on smart city initiatives and innovations (e.g. AI). • Acquire Data Dictionary, PPM, and Workflow Automation/e forms tools. • Continue to enhance municipal networks and GIS capabilities. • Continue to build on Open Data initiative. • Establish and staff a formal Data Governance structure (data standards, data classification, data ownership, etc.) • Develop IT performance metrics and dashboard(s). • Acquire or introduce a self service end user data access/BI capability - - • Address staff resources shortages/backups in key areas/functions (e.g. QA, PM). • Establish and resource a formal Business Relationship Management function. • Resolve issues with MWBE function. • Establish more effective IT governance structure to develop IT initiative prioritization criteria and processes. • Establish an Architecture Review process and a systems architecture.

Process

Technology

Data

STRATEGIC PLANNING PROCESS

Analyze the business context

Design the target state of IT

Assess the current state of IT

Assess gaps and define the roadmap

... building Building

•• •• ••••• •• •• •• •• • ••• • •• •• • ••• •• •• •• • ••• •• • •••••• • ••• .. :~•· •::: .. :,,, .. ::~•, • ::::. :: .. , ,.{p!_, ·••::•••::,,,. ••• .... •, ...... ••• • •• .. ,...~· , .. ·····

We are committed to empowering •i¾lt-'•••:::••:::••,. •• •• •• •• • ••• stakeholders and facilitating effective .. ~.~- .. ··•.:: :::,,,.

To be a technology leader and catalyst for innovation in the delivery of services for the Cityof Greensboro.

communication, collaboration, and service delivery. We maintain a customer focus, foster strategic partnerships, and provide a stable, secure, and connected technology infrastructure .

CITY OF GREENSBORO IT GUIDING PRINCIPLES

IT Guiding Principle Name

IT Guiding Principle Statement

We aim to provide maximum long-term benefits to the City by providing solutions that are fit for purpose and reduce operational complexity and cost of ownership. We maximize reuse of existing assets. If we can’t reuse, we procure externally. As a last resort, we build custom solutions. Data is an enterprise asset. We ensure the integrity of this asset through sharing and integration of data that results in timely and simple access to information. We manage security to ensure a stable and secure environment that protects enterprise assets while reducing risk. We operate in compliance with all applicable laws and regulations.

1. City-wide value focus 2. Reuse > buy > build

3. Data

4. Security 5. Compliance to laws and regulations 6. Innovation

We seek innovative ways to utilize technology for business advantage.

7. Customer centricity

We partner with our customers to deliver best experiences with our services and products. We encourage a culture of teamwork and collaboration across divisions within the IT department.

8. Team focus

IT MATURITY LEVEL

The consensus of IT leadership is that the division today is at the upper end of the “Trusted Operator” level but aspires to be near the top end of the “Innovator” level by the end of the planning period.

IT 3 Yrs out

Innovator – Transforms the Business Reliable Technology Innovation

Business Partner – Expands the Business Effective Execution on Business Projects, Strategic Use of Analytics and Customer Technology Trusted Operator – Optimizes the Business Effective Fulfillment of Work Orders, Functional Business Applications, and Reliable Data Quality

Firefighter – Supports the Business Reliable Infrastructure and IT Service Desk Unstable – Struggles to Support Inability to Provide Reliable Business Services

STRATEGIC PLANNING PROCESS

Analyze the business context

Design the target state of IT

Assess the current state of IT

Assess gaps and define the roadmap

THE IT LEADERSHIP TEAM IDENTIFIED ACCOUNTABILITY FOR EACH CORE IT PROCESS

Jane

Chryste

Chryste

Jane

Jane

Tasha

Chryste

Chryste

Jane

Jane

Jane

Tasha

Tasha

Chryste

Chryste

Chryste

Jane

Jane

Jane

Chryste

Rodney

Doug

Tasha

Chryste

Chryste

Jane

Jane

Rodney

Rodney

Rodney

Doug

Chryste

Chryste

Chryste

Jane

Rodney

Jane

Jane

Doug

Jane

Kathy

Doug

Rodney

Doug

Chryste

THE IT LEADERSHIP TEAM CONDUCTED A TEAM EXERCISE TO RANK PROCESS EFFECTIVENESS BY IMPORTANCE LEVEL TO IDENTIFY GAPS

1-2

3-5

6-8

9-10

Improve the Process Immediately

Leverage the Process

HIGH

SECURITY STRATEGY SECURITY MANAGEMENT STAKEHOLDER RELATIONS EXTERNAL COMPLIANCE RISK MANAGEMENT ENTERPRISE APPLICATION SELECTION & IMPLEMENTATION CHANGE MANAGEMENT ASSET MANAGEMENT OPERATIONS MANAGEMENT COST & BUDGET MANAGEMENT KNOWLEDGE MANAGEMENT ENTERPRISE ARCHITECTURE SERVICE MANAGEMENT ORGANIZATIONAL CHANGE MANAGEMENT SERVICE DESK INNOVATION COST OPTIMIZATION VENDOR MANAGEMENT MANAGE SERVICE CATALOG BUSINESS PROCESS CONTROLS & INTERNAL AUDIT INCIDENT & PROBLEM MANAGEMENT

IT STRATEGY IT GOVERNANCE

PORTFOLIO MANAGEMENT CONFIGURATION MANAGEMENT

IT MANAGEMENT & POLICIES IT ORGANIZATIONAL DESIGN APPLICATION MAINTENANCE PROJECT MANAGEMENT RELEASE MANAGEMENT

PERFOMANCE MANAGEMENT DISASTER RECOVERY PLANNING REQUIREMENTS GATHERING

8-10

BUSINESS VALUE BUSINESS CONTINUTITY PLANNING APPLICATION DEVELOPMENT THROUGHPUT

6-7

LEADERSHIP CULTURE AND VALUES APPLICATION DEVELOPMENT QUALITY

DATA QUALITY

HUMAN RESOURCE MANAGEMENT SERVICE MANAGEMENT BUSINESS INTELLIGENCE & REPORTING QUALITY MANAGEMENT

DATA ARCHITECTURE AVAILABILITY & CAPACITY PLANNING

IMPORTANCE

APPLICATION PORTFOLIO MANAGEMENT

3-5

1-2

EFFECTIVENESS

Evaluate the Process

Maintain the Process

LOW

HIGH

THE ANNUAL IT STAKEHOLDER SURVEY IS USED TO DEVELOP STRATEGIES AROUND IMPROVING CUSTOMER SERVICE

-------------

BusinessSatisfactionand Importancefor CoreServices The core services of IT are important when determ ining what IT should focus on. The most important services with the lowest satisfaction offer the largest area of improvement for IT to drive business value.

Overall Metrics Overall Satisfaction and Value are key indicators of the overall impression of the IT department. These metrics let the IT leader determine at a glance if they are meeting the needs of the business.

SatIsfact Ion

•

This Year

Last Year

Core Service

3%

Device Deployment s Satisfaction with desktops, laptops, tablets, mobile devices etc. IT Service Desk Satisfaction with responsiveness and effectiveness of service desk IT Work Requests Satisfaction with service desk tickets, Application Security, bug fixes, report requests, configuration changes, etc. Network & Comm. Infrastru ctur e Satisfaction with reliability of networks, Internet speed, and comm. systems Data Quality Satisfaction with providing reliable and accurate data IT Policies Satisfaction with policy design and enforcement around security, governance, etc. Client-Facing Technolog y Satisfaction with user experience and effectiveness Business Apps Satisfaction with applications and functionality Projects Satisfaction with large department or Enterprise wide initiatives Analyti cal Capability and Report s Satisfaction with effective standard reports, custom reports capability, and the ability to generate business insights Requirement s Gathering Satisfaction with BA's ability to work with stakeholders to understand and support the business IT Innovation Leadership Satisfaction with providing opportunities for innovation and innovation leadership to improve the business

6 th

84 %

1%

2 nd

84 %

2%

IT SupportBreakdown

The IT Support Breakdown charts are indicators of the percent of stakeholders that fall into three importan t categories. Promoters are loyal enthusiast of IT Neutral stakeholders are satisfied but unenthusiastic about IT.Detractors are unhappy stakeholders who can damage your reputation.

4 th

80 %

1%

i i i

IT Support Breakdown

1 st

Net IT Support Score Sat1sfact1on ii i iiiiiii Net IT Support Score Value iii i iiiiii

80 %

0%

Detractors (scored 1-6)

3 rd

79%

3%

+53%

Neutra l (scored 7)

11 th

79%

2%

IT Support Breakdown

Supporters (scored 8-10)

I

]1h

75%

10%

IT Support Breakdown = Supporters - Detractors

+28%

5 th

73%

1%

10 th

73%

4%

IT Relationship Satisfaction

Relationships are a key driver in stakeholder management. It is important that the business feels IT understands their needs and is getting enough commun ication.

9th

71%

1%

Satisfaction | Last Year

Relat1onsh1p

12'h

70%

1%

Needs Satisfaction with IT's understanding of your needs.

l 75%

Execution Satisfaction with the way ITexecutes your requests and meets your needs.

8 th

0%

75%

66%

5%

STRATEGIC PLANNING PROCESS

Analyze the business context

Design the target state of IT

Assess the current state of IT

Assess gaps and define the roadmap

IT STRATEGIC INITIATIVES WILL FILL THE GAPS BETWEEN THE TARGET AND THE CURRENT STATE

IT segmented the initiatives into three groups

Strategic

Process improvement

Operational

Initiatives that are strategic in nature and have strong tie with one or more of the City’s strategic priorities.

Initiatives that are related to IT capabilities. By improving these

Initiatives that are more “keeping the lights on” or those not directly related to the City’s strategic priorities.

capabilities IT will be able to better address the issues brought up in the business context and improve IT maturity. Based on: Initiatives that related to the analysis of the gaps between current state IT capabilities and target state IT capabilities.

Based on: Analysis of the City’s Goals and key themes brought up during the City executive business context interviews.

*Note: The roadmap for these initiatives are not highlighted in the executive summary – they are included in the appendix.

Greensboro'sCity Goals City Council has identified these five goal areas as a strategic focus to achieve the community's vision. Council also identified objectives within these goal areas.

TOP BUSINESS CONTEXT INTERVIEW THEMES HIGHLIGHTED

The executive interviews conducted on September 18, 2018 revealed several themes in terms of what was important to the participants for the City to be able to accomplish its goals. Of the themes identified, the following five stood out in terms of perceived priorities:

Customer Service/Community Engagement

1

IT Innovation/Smart Cities Initiatives

2

Business Relationship Management

3

IT Governance (e.g. prioritization of IT initiatives)

4

IT Chargeback

5

STRATEGIC PRIORITY: CLOUD FIRST • Key Theme: Customer Service/Community Engagement • Goal: Maintain Infrastructure and Provide Sustainable Growth • Reduce On Premise Infrastructure • GIS Cloud Upgrade • Cloud Services • Buy vs Build • Office 365 or ?

STRATEGIC PRIORITY: MAINTAIN NETWORK & ENTERPRISE SYSTEMS TO PROVIDE FOR FUTURE GROWTH • Key Theme: IT Innovation/Smart City Initiatives • Goal: Maintain Infrastructure and Provide Sustainable Growth • Goal: Exceptional Customer Service • ERP Upgrade for Multi-Tenant • Increase Network Redundancy at Remote Sites

• Upgrade Network Cabling to Ensure Max Bandwidth • Upgrade VOIP Phones to Ensure Max Bandwidth • Monitor Bandwidth Usage and Maintain Adequate Capacity & Speed • Perform quarterly DR & COOP Drills • Expand Remote DR Sites through Triad Connected Cities

STRATEGIC PRIORITY: APPLICATION DEVELOPMENT THROUGHPUT • Key Theme: Customer Service • Goal: Maintain Infrastructure and Provide Sustainable Growth • Goal: Exceptional Customer Service • Redesign Application Development Architecture for Agile Framework and Reusable Code • Implement Scrum Teams and Dev-ops to promote faster production • Buy vs Build

STRATEGIC PRIORITY: IT FEE STUDY & TELECOM AUDIT • Key Theme: IT Chargeback • Goal: Fiscal Stewardship, Sustainable Growth • Declining Fund Balance since 2010 • $800,000 Budget Shortfall in FY 17-18

• Current Chargeback Model Will Not Sustain Cost of Operations • Current Chargeback Model Does Not support Cloud Services • Audit Departmental AT&T chargebacks

STRATEGIC PRIORITY: OPEN DATA PROGRAM • Key Theme: Customer Service/Community Engagement • Key Theme: IT Innovation/Smart City Initiatives • Goal: Transparency and Accountability • Open Budget • Data Inventories/Data Quality • Performance Dashboards • CDO & Business Relationship Managers • Data Analytics • Community Indicators

STRATEGIC PRIORITY: SMART CITY INITIATIVES

• Key Theme: IT Innovation/Smart Cities Initiatives • Key Theme: Customer Service/Community Engagement • Goal: Economic Development • Goal: Customer Service • Public-Private-Partnerships • Gate City Blvd Smart Corridor

• Kiosks • Alexa

• Smart Meters • Smart Parking • Better ways to deliver City services using technology

STRATEGIC PRIORITY: CYBER SECURITY • Key Theme: IT Innovation/Smart Cities Initiatives • Key Theme: Customer Service/Community Engagement • Goal: Maintain Infrastructure • Goal: Customer Service

• ISO27001 Certification • Monitor & Assess Risks • Phishing Tests & Training • IOT standards • Centralized Server Management • Secure coding practices • Secure laptops

STRATEGIC PRIORITY: CUSTOMER SERVICE KEY THEME: CUSTOMER SERVICE & BUSINESS RELATIONSHIP MANAGEMENT GOAL: CUSTOMER SERVICE

STRATEGIC PRIORITY: CUSTOMER SERVICE KEY THEME: CUSTOMER SERVICE & BUSINESS RELATIONSHIP MANAGEMENT GOAL: CUSTOMER SERVICE

Customer Satisfaction by Department 2017 2018

Legal

Finance

Executive

Parks & Recreation

Field Operations

Coliseum

Legal

Transportation

Executive

Parks & Recreation

Finance

Communications

STRATEGIC PRIORITY: INCREASE CAPACITY GOAL: CUSTOMER SERVICE DEPARTMENTS REPORT THAT THEY ARE HIGHLY DEPENDENT ON TECHNOLOGY BUT THE IT DEPARTMENT DOES NOT HAVE ADEQUATE STAFFING RESOURCES TO MEET THEIR NEEDS

STRATEGIC PRIORITY: INCREASE CAPACITY

STRATEGIC PRIORITY: IT GOVERNANCE • Key Theme: IT Governance • Goal: Transparency and Accountability

• Establishment of an Executive-level IT Governance or Steering Committee mandated with determining IT priorities based on City goals while taking into account IT resource capacity constraints .

IT MATURITY LEVEL STRATEGIC PRIORITY – BUSINESS PARTNER & INNOVATOR The consensus of IT leadership is that the division today is at the upper end of the “Trusted Operator” level but aspires to be near the top end of the “Innovator” level by the end of the planning period.

Innovator – Transforms the Business Reliable Technology Innovation

IT 3 Yrs out

Business Partner – Expands the Business Effective Execution on Business Projects, Strategic Use of Analytics and Customer Technology Trusted Operator – Optimizes the Business Effective Fulfillment of Work Orders, Functional Business Applications, and Reliable Data Quality

IT Today

Firefighter – Supports the Business Reliable Infrastructure and IT Service Desk Unstable – Struggles to Support Inability to Provide Reliable Business Services

IT MATURITY LEVEL STRATEGIC PRIORITY: BUSINESS PARTNER & INNOVATOR • Key Theme: Business Relationship Management • Goal: Customer Service • Business Analysts • Project Management (Salesforce, MyGov, B2GNow) • Data Analytics & Dashboards • Smart City Initiatives • Public-Private-Partnerships

STRATEGIC PRIORITY OVERVIEW

• Cloud First

• Smart City Initiatives

• Maintain Network & Enterprise • Cyber Security Systems to Provide for future Growth • Customer Service • Application Development Throughput • Increase Capacity • IT Fee Study & Telecom Audit • IT Governance • Open Data Program

• Business Partner & Innovator

KEY IT STRATEGIC PROJECTS 2019 AND BEYOND