IT Service Catalog FY 2019-2020

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

We are committed to empowering stakeholders and facilitating effective communication, collaboration, and service delivery. We maintain a customer focus, foster strategic partnerships, and provide a stable, secure, and connected technology infrastructure.

OUR SERVICE

Supporting Greensboro's Smart City Goals  Information Technology Desktop & Mobile Support Network Enterprise Applications 200 Miles of Fiber 300 Enterprise Servers 230 Terra bytes of Data 225Wireless Access Points 10 - 40 Gigabit Network Hub Sites 300 Routers & Switches 659 IP Surveillance Cameras 6 Digital Signs 200 On Premise Apps & Systems Lawson/Infor Cloud Support Enterprise Asset Management for 600,000 City Assets  Over 400 GIS Map Layers Website Design & Development API & Interface Development 100 Enterprise Databases  1,837 Desktop Computers 1,326 Laptops 2,321 VOIP Phones 150 Mobile Devices 290 Printers 750 Cell Phones Service Catalog F Y 2 0 1 9 - 2 0 2 0 I N F O R M A T I O N T E C H N O L O G Y

Cyber Security

ISO 27001 Certified End Point Protection CyberSecurity Awareness Training PCI Compliance Security Audits Third Party Security Assesments Phishing Tests DarkWeb Monitoring Risk Detection &Mitigation

Vulnerability Scans

Our Goals

The Information Technology Department provides the technology platform that supports the day-to-day operations of the City of Greensboro.  Our staff of 46 IT employees are responsible for maintaining, upgrading, and supporting a vast network of computers, data, and enterprise systems that facilitate the delivery of City services to the residents of Greensboro.  80% 98%

Overall 

Service Desk

Customer Satisfaction

100 City Facilities Connected by High Speed Fiber Network

Goal: Maintain Infrastructure  99.8%Network Up Time

Goal: Exceptional Customer Service

Supporting Technology for 4,000 City Employees

OUR VISION

OUR MISSION

To be a technology leader and catalyst for innovation in the delivery of services for the City of Greensboro. Open Data &Open Budget

We are committed to empowering stakeholders and facilitating effective communication, collaboration, and service delivery. We maintain a custome focus, foster strategic partnerships, and provide a stable, secure, and connected technology infrastructure.

Top 10Digital City Ranking  Since 2014

Goal: Transparency & Accountability

Goal: Economic Development

Smart cities use data and technology to create efficiencies, improve sustainability, create economic development, and enhance quality of life factors for people living and working in the cit . 

OUR SERVICE

Service Catalog F Y 2 0 1 8 - 2 0 1 9 I N F O R M A T I O N T E C H N O L O G Y

Introduction.......................................................................2 Operational Organization Chart.................................3 Roadmap for IT Strategic Plan.....................................4 Our Service and Our Goals...........................................5 IT Satisfaction Survey Results......................................6 Administrative Services Franchise & Right-of-Way Management Service..7 IT Cyber Security..............................................................8 Infrastructure and Operations Digital Faxing Service.................................................. 10 Digital Signage. ............................................................. 11 E-mail Service................................................................. 12 Enterprise Server Support......................................... 13 IP Video Surveillance. .................................................. 14 Leasing Technology Service...................................... 15 Mobile Devices.............................................................. 16 Network Access............................................................. 17 Online Billing Review For Lease Charges............. 18 Password Self-Service Tool........................................ 19 Service Desk.................................................................... 20

Skype for Business........................................................ 21 Spam Quarantine Service.......................................... 22 Storage Area Network................................................. 23 Structured Cabling Service........................................ 24 Telecom/VOIP................................................................. 25 Enterprise Solutions Project Management Service................................... 27 Web Services.................................................................. 28 Custom Software Development.............................. 29 Data Processing............................................................. 30 Enterprise Solutions Team......................................... 31 Enterprise Asset Management................................. 33 Geographic Information Systems........................... 34 Appendix Appendix A: Fee Schedule......................................... 35 Appendix B: Wireless Locations............................... 37 Appendix C: Severity Level Definitions................. 39 Appendix D: IT Policies................................................ 39 Appendix E: Supported Applications.................... 40 Appendix F: How To Section..................................... 47

Supporting Greensboro's Smart City Goals  Information Technology

The Information Technology Department provides the technology platform that supports the day-to-day operations of the City of Greensboro.  Our staff of 46 IT employees are responsible for maintaining, upgrading, and supporting a vast network of computers, data, a enterprise systems that facilitate the delivery of City services to the residents of Greensboro. 

OUR VISION

OUR MISSION

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

We are committed to empowering stakeholders and facilitating effective communication, collaboration, and service delivery. We maintain a customer focus, foster strategic partnerships, and provide a stable, secure, and connected technology infrastructure.

1

I T S E R V I C E C A T A L O G • F Y 2 0 1 8 - 2 0 1 9 OUR SERVICE

I N T R O D U C T I O N

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. In order to prepare for the technology challenges that will take us into the future, the IT

management team and I developed our five year IT strategic plan in alignment with the City’s overarching goals and top business context themes. The plan 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. In the coming year the IT Department will implement a new Service Desk portal and will begin rolling out more self-service options. We will continue to promote a Cloud First strategy for new applications and will begin to shift our infrastructure to a cloud model making us more agile and responsive to the business needs of each department. 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 Phone: 336-373-2314

2

I T S E R V I C E C A T A L O G • F Y 2 0 1 8 - 2 0 1 9

Organization Chart O P E R A T I O N A L

InformaƟon Technology CIO Jane Nickles

Deputy CIO Enterprise SoluƟons Chryste Hofer

Deputy CIO Infrastructure & Ops Rodney Roberts

HR Business Partner Kiran Purswani

IT Project Manager Doug Hanks

ApplicaƟon Services Manager David Pither-PaƩerson

Cyber Security and Compliance Manager Tasha Swann Holsey

Telecom/VOIP Manager Gerrad Biffle

Chief Data Officer Vacant

Franchise Manager John Gribble

Network Services Manager Sylvia Suriani

GIS and Special Projects Manager Steven AvereƩ

Enterprise Resource Planning Manager Ja’Tia Thompson

Web Architect April Craddock

Service Desk Manager Kathy Goodwin

Infor System & Security Admin Jimmy Johnson

Cyber Security Consultant Naser Yasin

Telecom Tech David Hayes

Service Desk Analyst Vacant

Sr. Network Sys Admin Luciano Canziani

IT OPERATIONS

SoŌware Engineer III Vacant

GIS Analyst Todd Hayes

Cyber Security Analyst Termaine Dumas

Roster Vanessa Strachan Infor Security Admin

SoŌware Engineer III/ SharePoint Dev Yao Lee

Operator II Ardell AusƟn

Mobile Device Tech Elizabeth Carter

Service Desk Analyst Ayo Adeniyi

Sr. Network Sys Admin Nicholas Brown

Infor EAM Database Admin Sagar Iddyadinesh

Network System Admin Tommy Booth

Service Desk Analyst Phil Gibbs

Operator II Vernell Holt

Infor EAM Database Admin Chris Evans

ERP Analyst Vacant

SoŌware Engineer III Vacant

Network System Admin PJ Mrsic

Operator II Soon Lyle

Work Mgmt Tech Bridget Thornton

GIS Analyst Chris Freeman

ERP Kronos Analyst Misty Harris

SoŌware Engineer III Charles Sexton

Sr. Network Engineer Mack Thompson

Service Desk Analyst Roberto Caballero

Sr. App Developer Skip Daniels

ERP Kronos Consultant Karen Bowen

SoŌware Engineer III Cynetha McNeill- Campbell

Service Desk Analyst Roster Vacant

Sr. Network Engineer Johnathon Davis

Service Desk Analyst Roster ChrisƟan HuƩo

3

I T S E R V I C E C A T A L O G • F Y 2 0 1 8 - 2 0 1 9

Roadmap for IT Strategic Plan

2019

IT Fee Study New CityNet Performance Dashboards Expand Open Data Smart Kiosks Service Desk App Real Time Location Services

2021

2020

Tanger Performing Arts Center Upgrade SharePoint Implement New Fee Schedule Smart Parking GIS Cloud Migration

Exchange Upgrade to Cloud Smart Meters & Sensors Data Analytics Big Data

GPS Data Feeds (Waze) NetApp Lease Expires

2022

Office 365 Replace Hub Switches Replace EV Archive with Cloud Solution Replace Perceptive with Cloud Document Management

2023 & Beyond

AI &ML Digital Currency & Block Chain Virtual Reality & Virtual Services

OUR SERVICE

Desktop & Mobile Support

Network

Enterprise Applications

Cyber Security

1,837 Desktop Computers 1,326 Laptops

200 Miles of Fiber 300 Enterprise Servers 230 Terra bytes of Data

200 On Premise Apps & Systems

ISO 27001 Certified End Point Protection CyberSecurity Awareness Training PCI Compliance Security Audits Third Party Security Assesments Phishing Tests DarkWeb Monitoring Risk Detection &Mitigation

2,321 VOIP Phones 150 Mobile Devices 290 Printers 750 Cell Phones

Lawson/Infor Cloud Support Enterprise Asset Management for 600,000 City Assets  Over 400 GIS Map Layers Website Design & Development API & Interface Development 100 Enterprise Databases 

225Wireless Access Points 10 - 40 Gigabit Network Hub Sites 300 Routers & Switches 659 IP Surveillance Cameras 6 Digital Signs

Vulnerability Scans

Our Goals

98%

80%

Overall 

Service Desk

Customer Satisfaction

100 City Facilities Connected by High Speed Fiber Network

Goal: Maintain Infrastructure  99.8%Network Up Time

Goal: Exceptional Customer Service

Supporting Technology for 4,000 City Employees

Open Data &Open Budget

Top 10Digital City Ranking  Since 2014

Goal: Transparency & Accountability

Goal: Economic Development

IT Satisfaction Scorecard I T S A T I S F A C T I O N S U R V E Y R E S U L T S • F Y 2 0 1 7 - 2 0 1 8

City of Greensboro

IT Satisfaction Scorecard

Total

City of Greensboro

IT Satisfaction Scorecard

Total S Busi The co satisfa

This Year Overall Metrics Overall Satisfaction and Value are key indicators of the overall impression of the IT dep rtment. These m trics let the IT leader determine at a glance if they are meeting the needs of the busine s. 80% Last Year

Satisfaction

Value

This Year

Last Year

This Year

Last Year

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. Satisfaction This Year

Business Satisfaction and Importance f The core services of IT are important when determining what IT s satisfaction offer the largest area of improvement for IT to drive b Business Satisfaction and Importance fo The core services of IT are important when determining what IT sh satisfaction offer the largest area of improvement for IT to drive bu 74% 3%  Core Service Device Deployments Satisfaction with desktops, laptops, tablets, mobile devices etc. IT Service Desk Satisfaction with responsiveness and effectiveness of service des IT Work Requests Satisfaction with service desk tickets, Application Security, bug fix configuration changes, etc. Network & Comm. Infrastructure Satisfaction with reliability of networks, Internet speed, and comm Data Quality Satisfaction with providing reliable and accurate data IT Policies Satisfaction with policy design and enforcement around security, Client-Facing Technology Satisfaction with user experience and effectiveness Business Apps Satisfaction with applications and functionality Projects Satisfaction with large department or Enterprise wide initiatives Analytical Capability and Reports Satisfaction with effective standard reports, custom reports capa to generate business insights Requirements Gathering Satisfaction with BA's ability to work with stakeholders to underst the business IT Innovation Leadership Satisfaction with providing opportunities for innovation and innov improve the business Business Satisfaction and Importance f The core services of IT are important when determining what IT s satisfaction offer the largest area of improvement for IT to drive b Core Service Device Deployments Satisfaction with desktops, laptops, tablets, mobile devices etc. IT Service Desk Satisfaction with responsiveness and effectiveness of service des IT Work Requests Satisfaction with service desk tickets, Application Security, bug fix configuration changes, etc. Network & Comm. Infrastructure Satisfaction with reliability of networks, Internet speed, and comm Data Quality Satisfaction with providing reliable and accurate data IT Policies Satisfaction with policy design and enforcement around security, Client-Facing Technology Satisfaction with user experience and effectiveness Business Apps Satisfaction with applications and functionality Projects Satisfaction with large department or Enterprise wide initiatives Analytical Capability and Reports Satisfaction with effective standard reports, custom reports capa to generate business insights Requirements Gathering Satisfaction with BA's ability to work with stakeholders to underst the business IT Innovation Leadership Satisfaction with providing opportunities for innovation and innov improve the business City of Greensboro Total Core Service Device Deployments Satisfaction with desktops, laptops, tablets, mobile devices etc. IT Service Desk Satisfaction with responsiveness and effectiveness of service des IT Work Requests Satisfaction with service desk tickets, Application Security, bug fixe configuration changes, etc. Network & Comm. Infrastructure Satisfaction with reliability of networks, Internet speed, and comm. Data Quality Satisfaction with providing reliable and accurate data IT Policies Satisfaction with policy design and enforcement around security, g Client-Facing Technology Satisfaction with user experience and effectiveness Business Apps Satisfaction with applications and functionality Projects Satisfaction with large department or Enterprise wide initiatives Analytical Capability and Reports Satisfaction with effective standard reports, custom reports capab to generate business insights Requirements Gat ering Satisfaction with BA's ability to work with stakeholders to understa the business IT Innovation Leadership Satisfaction with providing opportunities for innovation and innova improve the business Detractors (scored 1-6) Neutral (scored 7) Supporters (scored 8-10) IT Support Breakdo n = Supporters - Detractors Satisfaction Last Year 75% 2%  75% 0% 74% 1%  confi Net Satisf Dat Satisf IT P Satisf Clie Satisf Bus Satisf Proj Satisf Ana Satisf to ge Req Satisf the b IT I Satisf impr 1%  2%  1%  0% 3%  2%  10%  1%  4%  Dev Satisf IT S Satisf IT Satisf

City of Greensboro

Satisfaction

Value

Total Survey Responses: 53

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. City of Gr ensboro Total Survey Responses: 53

Last Year

This Year

Last Year

Value

80%

3% 

3%  This Year

74% Last Year

3% 

ses: 53

80% tion and Importance for Core Services portant when determining what IT should focus on. The most important services with the lowest area of improvement for IT to drive business value. tion and Importance for Core Services portant when dete mining what IT s ould focus on. The most important services with the lowest area of improvement for IT to drive business value. 3%  Core Service ervices on. The most important services with the lowest e.

74%

3% 

Importanc Ranking IT Support Breakdown The IT Support Breakdown charts are indicators of the percent of stakeholders that f ll into three important c tegories. Promoters are loyal enthusiast of IT. Neutral stakeholders are satisfied but unenthusiastic about IT. Detractors are unhappy stakeholders who can damage your reputation.

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

Detractors (scored 1-6) IT Support Breakdown The IT Support Breakdown charts are indicators of the percent of stakeholders that fall into three important categories. Prom t rs are loyal enthusiast of IT. Neutral stakeholders are satisfied but unenthusiastic about IT. Detractors are unhappy stakeholders who can damage your reputation. 84% 6 th 1%  Importance Ranking Last Year Satisfaction Importance Ranking Last Year Ne IT Support Score: Satisfaction IT Support Breakdown Net IT Support Score: Satisfaction IT Support Breakdown

s laptops, tablets, mobile devices etc.

Core Service

Satisfaction

+53%

2 nd

84%

2% 

Neutral (scored 7)

eness and effectiveness of service desk aptops, tablets, mobile devices etc. 84% 6 th

6 th

84%

1% 

1% 

+53%

IT Support Breakdown

Net IT Support Score: Satisfaction

Detractors (scored 1-6)

IT Support Breakdown

Supporters (scored 8-10)

4 th

Net IT Support Score: Value

80%

1% 

2 nd

2 nd

sk tickets, Application Security, bug fixes, report requests, ness and effectiveness of service desk 84% 2% 

84%

2% 

+53%

IT Support Breakdown = Supporters - Detractors

IT Support Breakdown

+28% Neutral (scored 7)

Net IT Support Score: Value

nfrastructure f networks, Internet speed, and comm. systems uests, 80% 4 th 1%  k tickets, Application Security, bug fixes, report requests,

1 st

4 th

80%

0%

80%

1% 

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 communication. I Satisfaction Scorecard Supporters (scored 8-10) IT Support Breakdown 79% 3 rd 3%  80% 1 st 0% +28%

reliable and accurate data frastructure f networks, Internet speed, and comm. systems 80% 1 st

Net IT Support Score: Valu

0%

IT Support Breakdown = Supporters - Detractors

11 th

79%

2% 

3 rd

3 rd

+28%

79%

79%

3% 

Relationship 3% 

Satisfaction Last Year

Needs Satisfaction with IT's understanding of your needs. Overall Metrics Overall Satisfaction and Value are key indicators of the overall impression of the IT department. These metrics let the IT leader determine t a glan e if they are meeting the needs of the business. 75% 7 th 73% 5 th 79% 11 th 75% 7 th Communication Satisfaction with IT communication.

ign and enforcement around security, governance, etc. eliable and ac urat data

75% 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 nough communication. 2%  Satisfaction This Year Last Year Value This Year Last Year 10%  2% 

ology rience and effectiveness etc. 79% ology ience and effectiveness ns and functionality 75%

11 th

2% 

gn and e forc ment around security, governance, etc.

Execution Satisfaction with the way IT executes your requests and meets your needs. 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 communication. 1%  7 th 10%  10%  Relationship 75% 74% City of Greensboro 80% Total Survey Responses: 53 3%  74%

0%

3% 

1% 

10 th Needs Satisfaction with IT's understanding of your needs. 4%  5 th 1% 

5 th

73%

Relationship 73% 73%

1% 

Satisfaction Last Year

rtment or Enterprise wide initiatives s and functionality

Business Satisfaction and Importance for Core Services The core services of IT are important when determining 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. IT Support Breakdown The IT Support Breakdown charts are indicators of the percent of stakeholders that fall into three important categories. Promoters are loyal enthusiast of IT. Neutral stakeholders are satisfied but unenthusiastic about IT. Detractors are unhappy stakeholders who can damage your reputation. 75% 2%  10 th 4%  Execution Satisfaction with the way IT executes your requests and meets your needs.

Value

This Year Needs Satisfaction with IT's understanding of your needs. 10 th 73%

ast Year y and Reports tandard reports, custom reports capability, and the ability ts ering to work with stakeholders to understa d and support 73% 4%  ability 71% 9 th 1%  rtment or Enterprise wide initiatives and Reports t ndard reports, custom reports capability, and th ability s ring to work with stakeholders to understand and support 3%  Last Year 3%  keholders that fall into three important categories. Promoters husiastic about IT. Detractors are unhappy stakeholders who rship opportunities for innovation and innovation leadership to rship p ortunities for innovation and innovation leadership to Communication Satisfaction with IT communication. ort 70% 12 th 1%  hip to 5%  66% 8 th

9 th

71%

1% 

Importance Ranking

Core Service Communication Satisfaction with IT communication. Device Deployments Satisfaction with desktops, laptops, tablets, mobile devices etc. IT Service Desk Satisfaction with responsiveness and effectiveness of service desk Net IT Support Score: Satisfaction 70% 12 th 1%  71% 9 th 1% 

Satisfaction

Last Year

74% Execution Satisfaction with the way IT executes your reques s and meets your needs.

75%

0%

IT Support Breakdown

Detractors (scored 1-6)

6 th

84%

74%

1% 

+53%

84% Neutral (scored 7) 2 nd

12 th

70%

1% 

IT Work Requests Satisfaction with service desk tickets, Application Security, bug fixes, report requests, configuration changes, etc. Network & Comm. Infrastructure Satisfaction with reliability of networks, Internet speed, and comm. systems Net IT Support Score: Value IT Support Breakdown +28% 66% 8 th 5%  66% 8 th 5% 

4 th

80%

Supporters (scored 8-10)

Support akdown

1 st

IT Support Breakdown = Supporters - Detractors

80%

Detractors (scored 1-6)

Data Quality Satisfaction with providing reliable and accurate data

3 rd

79%

53%

Neutral (scored 7)

IT Policies Satisfaction with policy design and enforcement around security, governance, etc. IT Relationship Satisfaction Rel ionships are a key driver i stak h ld r man gement. It is imp rta t that the business feels IT understands their needs and is getting enough communication. 2 2 79% 11 th

2

Support akdown

Supporters (scored 8-10)

Client-Facing Technology Satisfaction with user experience and effectiveness Business Apps Satisfaction with applications and functionality Relationship Needs atisfaction ith IT's understanding of your needs.

7 th

75%

Satisfaction Last Year

IT Support Breakdown = Supporters - Detractors

5 th

28%

73%

75%

2% 

Projects Satisfaction with large department or Enterprise wide initiatives Execution atisfaction ith the way IT executes your requests and meets your needs. Analytical Capability and Reports Satisfaction with effective standard reports, custom reports capability, and the ability to generate business insights Requirements 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 Communication atisfaction ith IT communication.

10 th

73%

75%

0%

74%

1% 

tant that the business feels IT understands their needs and is

9 th

71%

1% 

Satisfaction Last Year

12 th

70%

1% 

75%

2% 

8 th

66%

5% 

75%

0%

eeds.

74%

1% 

6

I T S E R V I C E C A T A L O G • F Y 2 0 1 8 - 2 0 1 9

2

I N F O R M A T I O N T E C H N O L O G Y A D M I N I S T R A T I V E S E R V I C E S

Franchise & Right-of-Way Management Service Management of telecommunication franchise agreements, cell tower negotiations, and private right-of-way use for fiber optic cabling.

INCLUDES: • Negotiation with Government Affairs Directors for telecommunication franchise agreements • Prepare business telecommunication negotiate cellular equipment agreements and equipment change agreements for city towers and water tanks • Oversee maintenance inspections and repair of City cell towers • Work with cable providers to resolve internal and resident complaints • Oversight of Small Cell deployment for businesses and residents; 5G capabilities encroachments for City Council approval • Manage and

How do we charge? • Fee for occupation of telecommunication encroachments and telecommunication franchisees is received through quarterly installments from the State of North Carolina’s telecommunication tax • Cell tower and water tank use by cellular companies is minimum of $30,000 per year for new co-location agreements Major cost drivers • Revenue is collected from the State of North Carolina’s shared taxes. The State of North Carolina taxes these companies at a rate of 3.22% of gross receipts, over and above the regular state sales tax, and shares with each City an amount equal to 3% of receipts on the sales of services within the City’s boundaries • Benchmarked with municipalities to determine cost for cellular companies to co-locate on City cell towers and water tanks

What should you expect? Service availability: 8 am - 5 pm, Monday - Friday

RESPONSE TIME Priority Time Critical 2 Hours High Same Day Medium 1 Day Low 2 Days

Contact: John Gribble Franchise & Right-of-Way Manager 336-373-2464

FACT:

How can you help?

Since 2016 we have franchised four small cell

1. Call 336-373-2464 when there is a resident concern that needs resolution

providers to lead us to 5G capability.

7 I T S E R V I C E C A T A L O G • F Y 2 0 1 8 - 2 0 1 9

I N F O R M A T I O N T E C H N O L O G Y A D M I N I S T R A T I V E S E R V I C E S

IT Cyber Security IT Cyber Security develops and implements information security controls to protect the confidentiality, integrity, and availability of City of Greensboro systems and information and ensures compliance with data privacy laws and industry regulations. In addition, IT Cyber Security develops and implements frameworks for categorizing data collected, stored, and managed by the City of Greensboro, and securing this data from risks including unauthorized access, modification, disclosure and use.

INCLUDES: • Risk assessments • Cyber security awareness and training • Vulnerability management • Forensics analysis • Cyber security incident management • Security monitoring and analysis • Audits and compliance • Intrusion detection and prevention • Dark web monitoring • 3rd party vendor assessments • User provisioning • Access permissions • eDiscovery • Social media archiving

How do we charge? Included in monthly Network charge (Appendix A) Major cost drivers • Vulnerabilities • Cyber Security Threats • Cyber Security Risks • Business Need or Organizational Requirements • Malware • Ransomware • HIPPA Compliance • PCI Compliance • ISO 27001 Compliance What should you expect? Service availability: 8 am - 5 pm, Monday - Friday

SERVICE DESK LINES Main Support Line

336-373-2322 Public Safety IT 336-373-3375 GM-911 Support 336-373-4350

RESPONSE TIME Priority Time Critical 2 Hours High Same Day Medium 2 Days Low 3 Days

Tasha Swann Holsey Cyber Security & Compliance Manager 336-335-5686

FACT:

How can you help?

Our efforts to raise cyber-security awareness with emloyees about phishing attacks have been beneficial in the past year alone, the number of employees that are more likely to fall victim to a phishing attack has dropped from 10% to 0.6%.

1. Never click links or open attachments in emails from people or businesses you do not recognize. 2. Never click on links inside email attachments. Hackers hide their malicious links inside PDF or Word documents to try to bypass our security controls. 3. Check to make sure the company that sent the email is legitimate – always check the sender’s email address to ensure that it belongs to a legitimate business. 4. Always hover over links in emails to see if the link points to a legitimate website. 5. Use www.virustotal.com to check links in emails and ensure they are legitimate. 6. If you did happen to click on a link or an attachment within a phishing email, please contact the Cyber Security Team or your designated support area immediately to take precautionary measures to disinfect your system and limit the impact on the City’s network.

8 I T S E R V I C E C A T A L O G • F Y 2 0 1 8 - 2 0 1 9

I N F R A S T R U C T U R E A N D O P E R AT I O N S

Infrastructure and Operations is comprised of three divisions. The Service Desk Division is responsible for leasing and deployment functions, which involve procuring, configuring, and supporting computers for customer departments. The Network Services Division is responsible for oversight and administration of network equipment, storage, internet access, device protection, and availability. The Telecommunications Division is responsible for configuration and deployment of telecom equipment, including desktop and mobile phones, and security camera deployments for customer departments. Our approach to customer service is to interact with customers, resolve support issues, establish credibility, and nurture relationships while removing boundaries becoming a conduit for technology advancements. In the last year, these divisions have launched many projects modernizing legacy systems. The Network Services division completed a study of departmental connections and has recommended establishing both secondary and tertiary links to central facilities and secondary links to remote facilities. The Telecommunications division upgraded our cisco IP phones to the most current devices enabling new services in the process. As both divisions continue to improve on the infrastructure, bottlenecks, and connectivity issues in the enterprise network become a distant memory and increase our level of customer service. As our users move to cloud services, there is less need to use a VPN. The Network Services Division has started a project to deploy a Secure Internet Gateway in the cloud to provide the first line of defense to secure new cloud services. This gateway directs outbound web traffic to a centralized system, adding a layer of security for staff to access communications and data from remote or mobile locations. This year the Service Desk Division has begun to implement a new cloud-based ITSM App. While the current helpdesk application continues to be useful and adopted throughout the department, it lacks some of the more modern processes and features. This new application not only provides the more advanced features like mobile access and automated ticket routing, but it also includes options to better connect our customers to the technician assigned to their problems, increasing the level of customer service provided. Customer service is the driving focus behind Infrastructure and Operations decision to empower employees to perform password resets and unlocks. Since implementing password self-service, there has been a reduction in the request for password issues each month. After surveying users about password related issues, the department has also begun to research ways to eliminate the need to reset user passwords while maintaining the security of the infrastructure.

Rodney Roberts Deputy CIO Infrastructure and Operations 336-412-6158

9

I T S E R V I C E C A T A L O G • F Y 2 0 1 8 - 2 0 1 9

I N F R A S T R U C T U R E A N D O P E R A T I O N S

Digital Faxing Service RightFax is a utility that allows the sending, receiving, and processing of faxes from desktop computers via a web client. This replaces all traditional analog faxing operations on campus.

INCLUDES:

• Tiered

F @ X

administration (optional)

• Inbound and

outbound faxing

How do we charge? Included in monthly Network charge (Appendix A)

• Email integration

Major cost drivers • Number of fax numbers in use • Hardware acquisition • Number of active user accounts • Hardware support • Systems administration • Maintenance

• Centralized

hardware cost

• Departmental / Division Customization

RESPONSE TIME Priority Time Critical 2 Hours High Same Day Medium 2 Days Low 3 Days

What should you expect? Service availability: 24/7 service availability (maintenance windows will be scheduled during non-business hours)

Contact: Sylvia Suriani Network Services Manager 336-373-2200

Did you know the IT Department offers a way to fax documents online? You no longer have to wait by your fax machine for a fax to arrive or for a confirmation that it was sent. Instead, incoming faxes can go directly to an inbox, and outgoing faxes are sent online all from your computer. For outgoing faxes, send an email to (insertfaxnumberhere@cogfax.org) For more information, contact the IT Service Desk at 336-373-2322 and ask about RightFax. How can you help?

In 2019, roughly half of the 23 city departments continued to need fax services. FACT:

10 I T S E R V I C E C A T A L O G • F Y 2 0 1 8 - 2 0 1 9

I N F R A S T R U C T U R E A N D O P E R A T I O N S

Digital Signage Digital signage is a specialized form of content delivery in which video or multimedia content is displayed in public places for informational and/or advertising purposes.

INCLUDES: • Software required to display user provided content on TV/Monitor • Department is responsible for providing CPU, TV or monitor • Limited training on Content Manager software to create signage. Additional training is available through FourWinds Interactive, Inc.

How do we charge? Dynamic Content Player License - $1,320 per year with a minimum 3-year commitment

Required equipment? Lenovo M73 (leased or purchased) and a television display.

What should you expect? Service availability: Digital sign should be available 24/7 or during normal

business hours for that particular Department 99% of troubles/issues repaired or completed within 3-5 business days Turnaround time from initial request is approximately 6 weeks for equipment procurement. Five business days once equipment arrives on-site to setup content player.

RESPONSE TIME Priority Time Critical 1 Day High 1-3 Days Medium 3-5 Days Low 5 Days

Contact: Gerrad Biffle Telecommunications Manager 336-373-2333

FACT:

73% of institutions see digital signage as crucial for the future of communication.

11 I T S E R V I C E C A T A L O G • F Y 2 0 1 8 - 2 0 1 9

I N F R A S T R U C T U R E A N D O P E R A T I O N S

E-mail Service Electronic messaging provides worldwide connectivity within and outside the organization. It refers to the ability to send, receive, and store email.

INCLUDES:

• Spam Filter

• Calendaring

• 1.2 GB Storage

How do we charge? Included in monthly Network charge (Appendix A)

• Virus Protection

Major cost drivers • Number of accounts in use • Hardware support • Operations and engineering support

• Archiving

• RightFax Service

• Spam control • Maintenance • Storage management • Mobile device management • Email archiving

• Sync email to

mobile devices

RESPONSE TIME Priority Time Critical 2 Hours High Same Day Medium 2 Days Low 3 Days

• Web Mail

What should you expect? Service availability: 24/7 service availability (maintenance windows will be scheduled during non-business hours)

Contact: Sylvia Suriani Network Services Manager 336-373-2200

How can you help?

1. Purge or archive e-mails every month 2. Refrain from forwarding large files to multiple users; instead, use shared storage drives 3. Do not attach graphics or backgrounds to your email signature, this requires additional storage space

FACT:

Did you know the average city employee sent just under 600 emails during 2018?

12 I T S E R V I C E C A T A L O G • F Y 2 0 1 8 - 2 0 1 9

I N F R A S T R U C T U R E A N D O P E R A T I O N S

Enterprise Server Support A server is a device on the network that manages network resources. For example a print server is a computer that manages one or more printers and an application server is a computer that manages one or more software applications. A database server is a computer that processes database queries.

INCLUDES: • Application hosting for enterprise systems • SQL Server database hosting for enterprise databases • Windows and AIX server support • Virtual Server support • XenApp support • Disaster Recovery for enterprise systems • SharePoint systems and support

How do we charge? Included in monthly Network charge (Appendix A) Major cost drivers • Licensing • Hardware acquisition • Hardware support • Operations and engineering support • Maintenance What should you expect? Service availability: 24/7 service availability (maintenance windows will be scheduled during non-business hours)

RESPONSE TIME Priority Time Critical 2 Hours High Same Day Medium 2 Days Low 3 Days

Contact: Sylvia Suriani Network Services Manager 336-373-2200

FACT:

IT defines a server as a computer used to host applications like email, web, and instant messaging?

13 I T S E R V I C E C A T A L O G • F Y 2 0 1 8 - 2 0 1 9

I N F R A S T R U C T U R E A N D O P E R A T I O N S

IP Video Surveillance IP Video Surveillance provides access to real-time or archived video at any time from any network location, allowing remote monitoring, investigation, and incident response by security staff, law enforcement or approved City of Greensboro personnel.

INCLUDES:

BASIC SERVICES

• Real-time video monitoring • 30-day archived video

How do we charge? $15 per month per camera maintenance fee. This fee pays for video storage and any needed or required maintenance. What should you expect? Service availability: 24/7 service availability (maintenance windows will be scheduled with every effort to reduce negative impact to the organization) 99% of IP Surveillance troubles/issues repaired or completed within 5 days

• User based restrictions

• End-user training

RESPONSE TIME Priority Time Critical 2 Days High 3 Days Medium 5 Days Low 10 Days

Contact: Gerrad Biffle Telecommunications Manager 336-373-2333

FACT:

The first industry to adopt the use of security cameras was the banking industry. Today there are approximately 25 million cameras, worldwide.

14 I T S E R V I C E C A T A L O G • F Y 2 0 1 8 - 2 0 1 9

I N F R A S T R U C T U R E A N D O P E R A T I O N S

Leasing Technology Service Leasing provides the opportunity to refresh our technology, remain cost effective, and budget conscious. Leasing Technology staff can be reached at 336-373-7938.

INCLUDES:

ID No. 000000000

• Equipment recommendations based on job duties, functions, and requirements

How do we charge? Equipment lease charges are based on a 36 or 48-month lease depending on equipment type (Appendix A)

• Online ordering form

Major cost drivers • Equipment upgrades • Equipment availability

• Software

compatibility is checked and the technicians ensure the software is properly licensed and in compliance consulting at the time of deployment • 48 hrs of technical service after • Technical

• Dual Monitors and larger monitors • Not returning equipment on time

RESPONSE TIME Within 24 Hours Approval of Lease Request Within 30 Days of Delivery Computer Deployed 48 Hours of Rollout Support For issues and concerns on a new deployment

What should you expect? Service availability: 8 am - 5 pm, Monday - Friday

Contact: Kathy Goodwin Service Desk Manager 336-373-2828

the computer is deployed to end- user

How can you help?

1. Technology liaisons working with the end-user to ensure that the proper equipment is requested. 2. End users should work with Leasing and Deployment staff to ensure the computer is built and deployed in a timely manner. Timing is based on end-user availability and software to be installed.

FACT:

Over the next 18 months, the service desk will replace 2200 pieces of equipment.

15 I T S E R V I C E C A T A L O G • F Y 2 0 1 8 - 2 0 1 9

I N F R A S T R U C T U R E A N D O P E R A T I O N S

Mobile Devices A mobile device is a handheld tablet or smartphone that is made for portability, and is therefore both compact and lightweight. This also includes mobile air cards and/or jet pack type devices.

INCLUDES:

ENHANCED SERVICES • Cell phones / Smartphone support for • City devices • Mobile air cards/ hotspots for laptops • Cell phone stipend management (Appendix X) • Support for iPads and Tablets

How do we charge? Monthly charge based on cell phone carrier rates. Major cost drivers • Type of device selected (hardware acquisition) • Hardware support • Operations and engineering support

Available Loaner Equipment • Personal Wi-Fi jetpacks • Various phone charging accessories

RESPONSE TIME Priority Time Critical 4 Hours High Same Day Medium 3 Days Low 5 Days

What should you expect? Service availability: 24/7 service availability (maintenance windows will be scheduled during non-business hours) 96% of phones installed within 5 days once equipment is received 96% of phone repairs complete within 3 days of being received

Contact: Gerrad Biffle Telecommunications Manager 336-373-2333

Mobile phones have 18 times more bacteria than toilet handles. FACT:

16 I T S E R V I C E C A T A L O G • F Y 2 0 1 8 - 2 0 1 9

I N F R A S T R U C T U R E A N D O P E R A T I O N S

Network Access A network is a collection of computers and devices connected to each other. The network allows computers to communicate with each other and share resources and information.

INCLUDES:

• Network

connectivity for PCs, laptops, printers, VOIP phones, mobile devices and

How do we charge? Included in monthly Network charge (Appendix A) Major cost drivers • Number of network devices in use • Hardware acquisition • Hardware support • Operations and engineering support • Maintenance • Internet filtering • Bandwidth What should you expect? Service availability: 24/7 service availability (maintenance windows will be scheduled during non-business hours)

enterprise storage • Wireless access in designated areas (Appendix B - Wireless Locations)

• Remote access • Network

RESPONSE TIME Priority Time Critical 2 Hours High Same Day Medium 2 Days Low 3 Days

connectivity for building automation and card swipe systems • Network connectivity for surveillance cameras • Network account management services • Internet access • Network cabling (additional charges may apply) • Fiber optic cabling (additional charges may apply)

Contact: Sylvia Suriani Network Services Manager 336-373-2200

How can you help?

1. Limit the number of devices connected to the network. Fewer devices such as network printers will reduce the amount of network equipment required. 2. Use fewer network ports by connecting your PC to your VOIP phone 3. Limit your access to streaming video to reduce the usage of network bandwidth.

FACT:

Did you know there are more business applications accessed across enterprise networks than on local computers?

17 I T S E R V I C E C A T A L O G • F Y 2 0 1 8 - 2 0 1 9

I N F R A S T R U C T U R E A N D O P E R A T I O N S

Online Billing Review (OBR) for Lease Charges Online Billing Review (OBR) for active leases refers to the process of reviewing and analyzing lease bills against any billing guidelines, service level agreements, and other generally accepted standards. OBR plays a vital role in spend management through the review and analysis.

$

INCLUDES:

• Integration of billing systems

• Historical billing

• Centralized accounting

• Administrative reporting • Development and system maintenance

How do we charge? Included in monthly Network charge (Appendix A)

Major cost drivers • Number of active leases • Hardware acquisition • Number of active user accounts • Hardware support • Systems administration • Maintenance

RESPONSE TIME Priority Time Critical 4 Hours High Same Day Medium 3 Days Low 5 Days

What should you expect? Service availability: 24/7 service availability (maintenance windows will be scheduled during non-business hours)

Contact: Kathy Goodwin Service Desk Manager 336-373-2828

How can you help?

Did you recently receive a newly leased computer and realize you left files you needed on your old computer? Don’t worry! The IT Department keeps backups of all computers for 90 days after their return which provides access to files not transferred at the time of the exchange.

FACT:

The average city department is responsible for $30,000 monthly in equipment fees.

18 I T S E R V I C E C A T A L O G • F Y 2 0 1 8 - 2 0 1 9

I N F R A S T R U C T U R E A N D O P E R A T I O N S

Password Self-Service Tool The Password Self-Service application helps organizations implement and monitor a customizable self-service or service-desk process for unlocking accounts, resetting, and changing passwords on the local network. Subscribing to the Password Reset service provides the ability to reset passwords more quickly than entering a call to the service desk.

INCLUDES:

***

• Mobile device access

• Tiered

administration (optional)

• Text notification

• Remote password management

How do we charge? Included in monthly Network charge (Appendix A)

• User enabled

Major cost drivers • Number of active user accounts • Hardware support • Systems administration • Maintenance • Security testing

account unlock

RESPONSE TIME Priority Time Critical 4 Hours High Same Day Medium 3 Days Low 5 Days

What should you expect? Service availability: 24/7 service availability (maintenance windows will be scheduled during non-business hours)

Contact: Kathy Goodwin Service Desk Manager 336-373-2828

How can you help?

Create a “Self-Service Password Reset” account today so that you will never be locked out again. Registering your account at: https://reset.greensboro-nc.gov Serves as a backup system if you ever get locked out or can’t remember your password. Follow these steps and you will never have to worry about calling 2322 to reset your password.

Did you know that there are 50 requests for password resets monthly? Don’t be one of the 50! FACT:

19 I T S E R V I C E C A T A L O G • F Y 2 0 1 8 - 2 0 1 9