City of Burlington Technology Strategy 2016

Appendix A to IT-04-16

1

City of Burlington

Technology Strategy

2016


2

Executive Summary Technology plays a critical part in the delivery of City services. Every minute of every day technologies ranging from GPS tracking on buses to computer aided dispatching for fire crews, from building inspections completed on laptops to a planner at a counter helping a customer with the aid of GIS maps are enabling high quality, efficient service delivery and high value decision-making at the City. But the technology landscape is changing fast, and technology continues to grow in importance. With smart-city and internet of things, change is occurring more rapidly than ever before. Consumer technology, apps, social media and Cloud computing, and evolving customer expectations of City services are having profound effects upon the way we use and manage technology as a City. This makes the need for a roadmap, a blueprint to guide the City’s technology investments and plans, all the more critical. In building this strategy we have taken a step back and cast a critical eye over how we are performing today, we have consulted widely, and listened carefully to Service Owners, BLT, and IT team members. A common set of perspectives emerged from this review:

Technology and information management roles and

responsibilities at the City are unclear.

Leadership and ownership of technology, and technology decision-making is currently too IT department centric.

Technology decision-making should be more strategic, coordinated, and led by service owners.

The City would benefit from empowering service owners to take greater ownership of their technology, and enabling them to lead and support technology initiatives.

The City is struggling to meet demand for technology implementation services, and implementation of new technology takes too long.

IT resources (staffing and funding) are largely consumed with operations activity, leaving limited resources for innovation and new initiatives. The City would benefit from new approaches that can reduce operating overheads and increase available capacity.

Management and staff are dissatisfied with the devices and flexible working solutions currently offered by the City and want choice in the tools and technologies they use. They want those tools to be more familiar, modern and user friendly. Staff want to work more flexibly - anytime, anyplace.

Cloud computing represents a significant opportunity, however adoption will require culture and skill changes in IT and the business, and appropriate due diligence to be sustainable


3

Big data and analytics represent further opportunity, but the City’s approach to Information Management lacks coordination

The City’s Technology infrastructure and security posture needs to be more agile and responsive to emerging needs, to ensure that infrastructure doesn’t slow innovation.

Major enterprise systems work (BI, HR systems), new Work Management system, PRISM (CLASS replacement), new CRM, and ECM all lie ahead. The City cannot tackle all of this work at once, so careful sequencing of the initiatives will be required.

Shaped by these findings, and in response to them the technology strategy introduces the following vision: Innovative City Services powered by tech savvy people, modernized technology and meaningful information. Five key themes providing areas of focus support the vision. A set of actions that support each theme have been identified which will be implemented over the next three to five years.

1. Build a tech savvy corporate culture This theme is focused upon evolving IT into a strategic asset, transitioning the IT service into a strategic partner, and empowering service owners and staff in service areas to use technology to innovate and improve City services. Key actions include

Converting the Director of IT into a CIO to lead technology strategy

and information management strategies and programs

Establishing a Business Relationship Management (BRM) function within IT to build stronger partnerships with Service Owners, helping them to integrate technology planning into the business planning process

Reviewing departmental and IT roles regarding systems support, with the intent of empowering departments to take a stronger lead in functional technology activity.

Implementing a new technology governance model, including a BLT sub-group to tackle strategic technology decision making, business led steering committees for systems and work programs, and an external advisory group of private sector technology experts.

Targeting increased investment in technology

2. Treat information as an asset This theme envisions a future where the City becomes more of a data and evidence driven organization, using analytics to improve the lives of residents and enhance the efficiency of the City’s operations. Actions that will enable this theme include:

The CIO will partner with key stakeholders to develop a corporate Information Management strategy. A range of programs, including geomatics, and BI will align and contribute to the corporate information management program.

The City will develop a corporate data architecture to simplify data


4

management, clean data and significantly reduce data duplication

The City will implement self service corporate reporting and dashboards for all service areas, and explore the viability of establishing a corporate data analytics team to support evidence based decision making

The City will build on its Open Data commitment, extending its Performance Management program to include public performance reporting

3. Pursue a technology modernization agenda This theme aims to provide staff with greater solution choices and flexibility, enabling office staff to work anytime, anyplace, and field workers to use technology in the field. The City plans to take advantage of new technology opportunities, including mobile and Cloud computing, to become more agile and responsive to new needs and innovations. Key actions include:

Staff will be able to choose devices from a broader range of smartphones, tablets and laptops supplied and supported by the IT service

Corporate Wi-Fi will be provided in the majority of City facilities

Remote access solutions will be significantly improved to enable flexible, remote and mobile working

Modernized collaboration tools such as instant messaging, voice and video conferencing, file and document sharing and co-authoring tools will be introduced

Cloud computing will be embraced, with a corporate policy to ensure appropriate due diligence is observed.

4. Tackle IT service modernization This theme targets important changes to the way the IT service is delivered. This includes IT becoming less of a gatekeeper or supplier and more of a partner, increased speed of implementation and throughput of technology initiatives, and an increased use of third parties to augment in-house staff resources to deliver programs. Actions that support his theme include:

Adoption of agile and fast-track techniques to speed project delivery

Increased use of contract staffing to support projects, establishment of staffing rosters to allow the City to access technology resources-on-demand, and out-tasking of operational activities to release in-house staff to focus on net new and innovation activities

Significant investments in IT staff training to re-skill them for changes brought about by the move to Cloud computing and introduction of new technologies

The development of a pragmatic security framework that aligns with the City’s risk management framework

Exploration of innovative shared service and partnership opportunities

5. Implement or renew core Enterprise Systems This theme recognizes the continued importance of the major business


5

platforms that manage the City’s core business processes. Over the next 5 years, the City will be tackling a number of very significant initiatives. Each will be a major endeavor requiring significant resources, and will have significant organization-wide and capacity impacts. Actions that are identified in this theme include:

The City must set its ERP strategy and determine the future for its Finance and HR systems. The current uncertainty makes for a challenging decision-making environment and decisions are needed on whether to continue with SAP and the current hosting arrangement with Halton Region.

The City will need to replace its corporate Work Management

system with some urgency. It is recommended that this is tackled separately from the ERP.

The corporate Customer Service Strategy is identifying the need for a Customer Relationship Management platform

The City has a need for a corporate Enterprise Content Management system for electronic records and document management purposes.

A number of major projects are already underway, including the PRISM (replacement of CLASS), the Business Intelligence and Middleware projects, plus the City’s core Land Management and Permitting system (AMANDA) is due for a significant upgrade.

These strategic themes will guide future technology investment planning, and decision making. There is much work ahead. The strategy identifies our trajectory. We’ve identified the “what”. The details of how these “what’s” will be achieved will be worked out collaboratively and transparently in the spirit of the tech savvy organization that we aim to become.


6

1. Introduction Technology in Municipalities All around us Technology is transforming society; the way that people live and work. Today, almost all businesses rely on technology in some form, and many traditional business models are being disrupted by technology. Whether they sell products or provide services, businesses need their people, processes, and technology to work together in order for services to be delivered effectively and cost efficiently. The City is no different. It has implemented a wide range of technologies to support its service delivery. Technology has grown to the point that it is central to the City’s ability to deliver, and improve its services – operating without technology even for short periods is challenging and labour intensive. Services as diverse as Transit, and Tax Billing, Bylaw Enforcement, Fire Prevention and Permitting are all reliant on technology, data and information to operate effectively and safely. While email and smartphones keep every part of the organization connected and communicating, business systems allow managers and staff to track bookings and appointments, handle cases and permit applications, manage customer requests, and monitor budgets. The analysis of the data that flows through these systems allows Service Owners to optimize their services, target performance improvements and deliver more cost effective services.

And technology will only continue to grow in importance. Many customers now prefer to use their computers and smartphones over other channels to interact with the City – to report a problem, track a case or make an enquiry. Mobile technology will also play a significant role enabling field based staff (inspectors, forestry, roads and parks crews) to respond to requests and track their work by the roadside. Moreover, the City’s infrastructure is expected to get smarter, for example using networks, sensors and cameras to monitor traffic flows and transit, to secure City facilities, and to proactively notify staff where problems have occurred or are anticipated.

Why is a Technology Strategy important? A Technology Strategy is vital because it asks questions that are fundamental to the City’s future success:

Are we doing the right things with technology? Are we doing them cost-effectively?

Is our information and technology environment properly managed, maintained, secured, and able to support the City and its community needs?

Are we utilizing technology and data to the fullest in order to improve services and optimize decision-making?

What are our future needs? Where do we need to invest?

Are our technology environment and resources equipped to meet current and future business needs?

Our Approach to developing the Strategy


7

The development of this Technology Strategy has been led by Christine Swenor, IT Director working closely with James Ridge, the City Manager and the City’s Leadership Team. The IT Management Team has been actively involved in its development. The development of the strategy was facilitated by Prior & Prior Associates. Our approach to the development of the strategy was broadly consultative. We

focused on listening to the needs of the organization through surveys of all staff, interviews with all Department Heads and Service Owners, meetings and workshops with IT staff, and frequent review points with the City Manager and BLT. We have looked honestly and critically at our current state, accepted robust feedback from stakeholders, and asked tough questions about how we can do better as an organization.


8

2. Strategic Context Current State Findings The review of the current state identified a range of critical issues: Technology and Information Management roles and responsibilities are unclear. There is a lack of consistency and thus confusion around roles and responsibilities. For instance, some service areas have technology staff embedded within them and want IT to take on those functions, while other areas have business functions that are fulfilled by IT staff. Data and information responsibilities and initiatives, including GIS, open data, data analytics and performance management are distributed throughout the organization and lack coordination and alignment. This lack of clarity and resulting confusion must be resolved so that scarce resources can be most effectively deployed. Leadership / ownership of technology is too IT Department centric. The IT Department is too often the leader and decision-maker with regard to technology supplied to service areas. A stronger partnership approach is required. Business leaders and service owners have a responsibility to identify how technology supports the delivery and transformation of services, as well as a significant role in leading the implementation of new technology. Moving forward the City will need to be clearer in its expectations of Service Owners, their accountability for their technology, and the role of the IT service as a partner in Service Owners’ success.

A broader, strategic Technology Governance framework is needed. The City has established an IT Steering Committee (ITSC), which has been effective at controlling the intake process for projects, and importantly has highlighted a critical resource crunch. Processes are well suited for evaluating large investments on an annual basis, but are less effective at rapid response to smaller in-year initiatives. Broader strategic technology topics (such as the ERP strategy) are not tackled by ITSC, and there is no formal interaction with BLT. A number of other Steering and Oversight committees exist, but there could be stronger links to the work of the IT Steering Committee.

The City is struggling to meet demand for Technology implementation services. The City is simply unable to deal with the volume of technology project requests from each of the service areas. 8 of 50 requested projects were approved in the 2016 IT work plan, due to funding and resource limitations. Insufficient resources (in terms of funds and staffing in service areas and IT) are available to fully and effectively support the maintenance of existing technology assets and keep pace with net new initiatives. Implementation of technology takes too long. Feedback suggests that the organization is not able to move fast enough in implementing new initiatives. The City needs to get better at rapidly implementing solutions with turnaround


9

times in weeks, not months or years. IT resources are consumed with operations activity. Many IT Department resources are consumed by operational activities, leaving little time for new initiatives and innovation. The City needs to add capacity for net new work, by focusing on reducing operational overheads where possible. Management and staff want to use more consumer, user-friendly technology and tools. Users are dissatisfied with some IT services, specifically remote access, lack of corporate Wi-Fi, the types of laptops, mobile devices and PC devices made available and supported by the IT service. This reflects a broader industry trend known as “Consumerization”, and suggests a need for the City to modernize its approach to providing the tools of collaboration (e.g. messaging, video conferencing). Adoption of Cloud Computing requires more due diligence to be sustainable. In response to demands to deliver solutions quicker the City has rapidly adopted Cloud computing as a way of accelerating solution delivery. This is a good direction, but there is a need to put in place processes to ensure due diligence steps are completed to protect the City, stay compliant with privacy legislation and to ensure ongoing

sustainability. Roles and responsibilities regarding the support of Cloud solutions must also be clearly defined. Infrastructure needs to be more agile and responsive to emerging needs. In some areas the City’s technology infrastructure is limiting the ability to accommodate service areas’ needs, to support innovation and to enable rapid deployment of solutions. The City’s technology infrastructure should be flexible and agile so that future needs can be anticipated and emergency needs addressed rapidly. Major Enterprise Systems work lies ahead The City has a large number of major enterprise systems projects upcoming which will put significant pressure on the City as a whole, and on the IT Service in particular. These include projects currently underway or in the planning stages such as Business Intelligence, Middleware and the Parks and Rec Information System (PRISM), as well as key decisions to be made with regard to the City’s Finance and HR systems, replacement of Avantis, implementation of a CRM platform in support of the Customer Service strategy, development of an Information Management strategy and subsequent implementation of an Enterprise Content Management (ECM) system and implementation of the Amanda 7 upgrade.


10

3. Introducing the Strategy In response to the findings, and the future needs of the City, and informed by best practices from other municipalities and industries, we have developed a Technology Strategy that we believe is bold and ambitious. What is presented in the body of this document outlines our intent and trajectory for technology and information management at the City. It articulates a vision of where we want to be as an organization by 2020. It is a long-term, five-year strategy, the implementation of which will require major change to corporate and IT team culture. A number of quick wins have been identified (see section 5) on which work is beginning, however some changes will take a number of years to properly implement. The Strategy sets the following vision for the future: Innovative City Services powered by tech savvy people, modernized technology and meaningful information. In support of the Vision, the strategy outlines five strategic themes:

1. Build a tech savvy corporate culture 2. Treat information as a valuable asset 3. Technology Systems modernization 4. IT Service modernization 5. Enterprise Systems implementation, replacement, and renewal

Significant work remains to determine many implementation details and to develop a detailed implementation plan. But we believe the strategy identifies what is needed to ensure that Burlington has the technology capacity and capabilities required of a modern 21st Century City.


11

4. The Strategic Themes ST-1. Build a Tech Savvy Corporate Culture To be truly effective, the City’s use of technology must evolve into a strategic asset that is fully aligned and integrated with the City’s mission, strategic goals and objectives. It must be an agent of transformational change. The IT Service must provide strong corporate leadership to be an agent of transformational change. However, becoming a tech savvy organization is not only the IT Service’s responsibility. The entire organization, especially City leadership, have a responsibility to be more involved in technology leadership, decision-making and project execution. Becoming tech savvy means that technology knowledge and expertise is embedded not just in the IT service, but throughout the culture of the organization. Accordingly, the strategy also focuses on empowerment of Service Owners and departmental staff to identify the need for, and lead implementation of new technologies.

CIO In stepping up its efforts to be more tech savvy, the City will create the role of corporate Chief Information Officer (CIO) to lead the City’s technology and information management strategy and activities, by converting the existing IT Director position. The Chief Information Officer (CIO), as the enterprise information architect, will be responsible for the overall technology strategy and information governance. This is more than simply re-titling the IT Director role, this is a significant change, creating a true CIO. The City expects the CIO to lead organizational transformation by breaking down silos and joining up data, enabling a mobile and digital workforce, ensuring a high performing IT organization and helping the organization to harness the power of analytics.

IT as a partner

The CIO will lead the transformation of the IT service from a supplier to an enabler and partner with Service Owners. Specifically, the IT Service will implement a number of changes to improve partnerships with Service Owners.

Business Relationship Managers A key part of the corporate culture change will be for Service Owners to play a stronger role in determining their technology needs, setting their technology strategies and leading project execution. This is a significant shift, and one with which Service Owners will need some assistance. One of the key ways that the IT Service will help Service Owners to become more tech savvy and empowered will be through the introduction of the Business Relationship Manager (BRM) role. The BRM role will be an IT Management role and a member of the IT Management team. These are new


12

roles, separate from the Business Analyst and Project Manager roles currently found in the IT Service. The BRM will have a deep understanding of each of its service areas’ business, their goals and challenges. The BRM will work closely with Service Owners on strategic and integrated technology and business planning, assisting, advising and coaching Service Owners and their teams in the development of short - long range technology strategies and plans. The BRM will act as an evangelist for service owners, articulating needs to the IT management team and ensuring that IT services are meeting expectations. The BRM will conduct regular technology service reviews with Service Owners (reviewing service and change requests, projects, SLA performance and new initiatives and ideas), and will be a point of escalation when items are not addressed satisfactorily.

FAST IT Another key way that the IT Service will be a better partner will be by becoming more flexible - faster to adapt and adopt, faster to execute. In these areas a range of changes are planned. These changes are discussed in more detail in ST-4.

Business Accountability In some areas this will mean letting go of some key decisions that the IT Service have owned in the past, and transferring these responsibilities to the Service Owner. It will mean playing less of a gatekeeper role; providing devices that staff need rather than the devices that IT decides are appropriate, opening access to social media, and making Service Owners more accountable for

security decisions that align with the City’s risk management framework.

Strong Technology Leadership from Service Owners

An Executive Education Program

To help the leadership of the City fully understand how digital is transforming business and society and thus the potential impact of technology and digital upon City services, the CIO will partner with an external organization specializing in technology / business education to develop and deliver an executive “digital education” program for BLT and Service Owners.

Team Empowerment The strategy seeks to empower Service Owners, managers and staff to take on technology challenges and where appropriate, to lead their implementation. A few specific organizational changes are planned that will help achieve this:

Project Management Traditionally the IT Service has allocated project managers to technology projects, which while offering many benefits, can create a bottleneck on project delivery. Moving forward the IT Service will still have resources available to lead technology projects. However, where the skills, capability, capacity, and experience exist in departments, departmental staff may lead technology projects. In these cases staff will receive training and be expected to adhere to established corporate technology project management practices.


13

Service Owner Roles and Responsibilities A clearer definition of roles and responsibilities between Service Owners and IT will be established through a definition of service owners’ responsibilities (which will be linked to Service Owner contracts), which the CIO will lead in partnership with the City Manager. In addition, simple service level agreements in plain language will be developed with each Service Owner which will clearly document technology service provision and service expectations.

Accountability Accountability is a key aspect of empowerment. With the help of BRMs Service owners will be required to define the planned business benefits of technology implementations, and will be held accountable for the realization of those benefits. The CIO, working with the IT governance groups discussed later in this section, will establish a benefits realization and project audit process and program to ensure that proposed project benefits are achieved.

Decentralized Technology Resourcing There has been a long running debate regarding where certain technology functions should reside. Should application configuration, support, and data analysis staff be in business units or within the IT Service? Over the years the pendulum has swung back and forth; most recently technology roles created in business units have been consolidated into the IT Service.

Opinions vary based on experience. In departments where staff fulfil technology functions, Service Owners want the function to move to the IT Service. Conversely, in cases where Service Owners don’t have technology resources and feel their needs are under served by IT, they want the function housed within their department. Cloud applications are further changing this landscape, reducing the need for technical and infrastructure systems administration functions in IT, but increasing functional support responsibilities within departments. In principle, and in keeping with the desire to empower Service Owners, the intent is for Service Owners to own the functional, information and data responsibilities, however these functional and technical responsibilities still need to be defined. It is important that the City adopt a clearer position on this issue. The CIO will lead, with the BLT IT sub group, an initiative to define a set of general principles to guide resourcing decisions. The City will apply those principles to technology activities, roles and responsibilities. The outcome of this initiative will be a clear, corporately documented approach to technology resourcing, that meets each Service’s needs, appropriately allocates local and centralized responsibilities and identifies a means of handling exceptions.

Hire tech savvy staff Moving forward the City will seek to hire corporate leaders, managers and staff who are tech savvy. That is, leaders and managers with demonstrated experience of using technology to drive


14

business transformation, and staff who are comfortable with technology and with the associated change and evolution of business processes. The CIO will work with the City Manager and HR Director to ensure that technology capacities and capabilities are appropriately evaluated during the hiring process.

A new, inclusive Corporate Information Management and Technology Governance Model To better engage the Executive, Management and Staff in technology decision making the City will implement an enhanced multi-layered technology and information management governance model (see diagram and details on page 16). The goal is to ensure that Service Owners and Business leaders, in partnership with IT, drive the technology agenda, ensuring that the agenda supports Council, City Manager and Service Owners’ strategic goals and outcomes. A BLT sub-group will have BLT’s delegated authority to make strategic technology decisions; owning the City’s technology strategy and monitoring its execution, supporting technology and Information Management (IM) policy framework development, and monitoring performance. Supporting, business-led Steering Committees will be established (or existing groups re-aligned) to set directions and priorities for major systems and work programs (such as Information Management, GIS).

Staff technology forums will be set-up to improve two-way communication between staff and the IT service, ensuring that technology products and services reflect the needs and expectations of the organization. Existing approval processes for large investments will be improved to ensure that the right due diligence steps are taken, and the right initiatives selected. New processes will be established to ensure that smaller, lower risk initiatives can be fast tracked. The IT Service will develop a range of performance metrics (project portfolio and service based) so that the governance groups, Service Owners and IT Management have clear insight into the City’s technology performance. An external voluntary advisory group, including technology experts in the community will be established to provide advice to IT leadership and the City on ongoing technology modernization efforts.

Increased Investment in Technology Gartner reports that Banking and Financial sectors invest between 4.9% and 6.5% of revenue in technology. Gartner indicates that the government sector in North America (including state and local government) on average invests 3.6% of revenue. In 2016 Burlington budgeted 4.14% of its capital budget for technology. The 10-year capital budget projection indicates a 10-year average of 2.61%. 2.96% of the City’s gross operating expenditures were allocated to


15

technology, increasing from 2.57% in 2014. In 2016 combined technology expenditures on technology (capital and operating) represent 3.2% of gross expenditures. Compared to North America the City is investing below the average level. The results are plain to see with the City facing challenges to fund and resource projects and a backlog of technology enabled business initiatives. Similar to facilities, parks and roads, IT is an asset that enables the delivery of public service and needs to have adequate and sustainable investment. If the City wants better than average technology outcomes, it will need to find ways to increase its investment in technology and technology enabled business transformation. A significant portion of the City’s IT investments have been targeted towards maintenance activities. Gartner recommends the adoption of three investment portfolio’s: Run, Grow and Transform, allocating IT budget at a ratio of 65:20:15. The City has adopted a similar investment portfolio (Renewal,

Enhancement and Transformational) and plans to adopt these ratio targets to balance IT investment and activities. The CIO will track and report annually on the portfolio mix, the overall technology investment as a percentage of the City’s expenditures, and will work with the City Manager, Finance and Council, to encourage increased technology investment year-over-year. As noted earlier, Service owner accountability for investments will be addressed through the consistent use of TCO and ROI measures and the implementation of a Benefits Measurement and Realization program. Alongside Service owner accountability for investments and outcomes, the BLT IT sub-group will establish rules designed to open access to service owner funding of technology initiatives, as well as conducting a full evaluation of the impacts of IT funding moving from capital to operating and setting new guidelines in this area. In order to support cost transparency, and to encourage ownership and accountability regarding IT expenditures, the IT Service will introduce a financial show-back model that allocates IT costs to Services and/or departments.

Planned Initiatives ID Action Timing

1.1 Convert Director of IT to Chief Information Officer (CIO) to lead technology and information management strategies

2016

1.2 Establish a Business Relationship Management (BRM) function within IT

2017 - 2018

1.3A Implement a new technology governance model – core groups 2016

1.3B Implement a new technology governance model – supporting groups 2017 - 2018

1.3C Implement a new technology governance model – external advisory 2017


16

ID Action Timing

1.4 Create and run an Executive / Service owner and digital education program

2017

1.5 Establish an IT leadership training program 2017 2018

1.6 Establish the departmental functional technology model 2016 - 2017

1.7 Service owner contracts to be amended to include technology responsibilities

2017

1.8 Develop simple Service Level Agreement’s (SLA’s) 2017 - 2018

1.9 Delegation of project management where appropriate. 2017 - 2020

1.10 Hire tech savvy leaders 2016

1.11 Monitor technology investment to support planned increased investment. Establish Performance measures around IT investments.

2017 - 2020

1.12 Introduce financial show-back model for IT expenditures 2018

1.13 Introduce project audit process for major projects 2017

1.14 Introduce project benefits tracking program 2017

1.15 Introduce project benefits realization program 2018 - 2019

1.17 Review and re-establish technology funding model and rules 2017 for 2018 budget

1.18 Establish appropriate IT service performance measures and reporting to support BLT IT Sub Group oversight

2017


17

A New Governance Model

Figure 1 illustrates the new Technology and Information Management governance model which is a multi-layered structure designed to allocate clear decision-making responsibilities. Figure 2 outlines the roles and responsibilities of each of the groups. Note that Steering Committees and Forums are intended to be groups that may be formed around systems and/or work programs and may form and disband as required. An initiative to develop a detailed Governance Framework, including terms of references for each of the groups is included in the work plan.

Group Role

BLT IT Sub Group

Guiding principles

Technology Strategy

Policy, Standards

Annual and 10 year capital budget

Investment strategy

Overview Portfolio Monitoring

KPI Monitoring

Project Review Team

Investment review process

Portfolio prioritization for major projects

Resourcing and scheduling recommendations to BLT Technology Sub Group

Re-balancing portfolio - dealing with in-year priority changes

Implementing benefits + project audit process

IT Management

Day-to-day operations & service optimization - service & change requests

Fast track project process

Project execution (shared with service owners)

Operating budget

Infrastructure strategy, lifecycle management and optimization

IT Service performance reporting

Steering Committees

Develop & recommend long term roadmaps

Set project priorities for portfolio

Overseeing project execution for portfolio

Setting standards & best practices for portfolio

Setting operational priorities for system changes

Forums Regular forums to seek input from staff on key topics, to ensure that ITS Management & Governance groups get appropriate and regular input. Input will be documented and shared with all governance groups.

External Advisory Group

External group of private sector experts providing advice and input on City’s plans and transformation. CIO to lead selection and engagement with the group. Terms of Reference to be defined.

Figure 2: Governance Group Roles

Figure 1: Governance Model


18

ST-2. Information as an Asset The private sector has long relied on data analytics to drive decision-making. Recent successes in using data to improve the lives of their residents in leading cities such as New York, Boston and Chicago, prove that these efforts are not only possible in the municipal sector, but imperative. Looking to the future, the City must position itself to become data and evidence based. A key step towards becoming more data-driven will be coordinating an over-arching Information Management (IM) program that recognizes data and information as an asset to be invested in and maintained.

Information Management Information is one of the most vital strategic assets any organization possesses. Well-governed information is critical to the success of any organization. Information management is currently embedded in a number of services throughout the organization and a more strategic and cohesive approach is required through partnerships with key service owners. As a first step, an information management steering committee will be established to develop a corporate information management strategy that will assess and drive improvements through an information governance program at the City. The strategy will focus on information as an asset philosophy and address a broad range of information management components including Enterprise Data Management, Business Intelligence and Data Analytics, Data Architecture, Open Government, and Corporate Records and Privacy. The Information Management strategy will establish clear roles and responsibilities with regard to data and information, making explicitly clear the role that Service Owners have with

regard to information and data (stewardship).

Analytics & Performance Management The City is in the planning phase for the implementation of a corporate Business Intelligence platform which will simplify data analytics, provide real time information and dashboards to the staff that need them, and importantly empower managers and staff with self-service analytics (thus reducing the dependence on staff in the IT Service). This is a critical step in supporting the performance management program, increasing the overall data literacy of the organization and moving the City towards data and evidence based decision-making. In addition, the CIO will explore the possibility of establishing a centralized Data Analytics team that can provide services to Service Owners that would enable deeper analysis and understanding of complex business problems and challenges.


19

Open Government, Transparency and Open Data The City is generally committed to Open Government and transparency, and will continue through technology projects such as the Sire replacement, Council streaming, community engagement and website enhancements to work to improve transparency and accessibility. The City has tentatively opened up some data, and is in the planning stages of implementing a new Open Data platform. However, the corporate commitment to Open Data has not yet been established. A stronger strategic commitment to Open Government and Open Data is needed, and the CIO will lead this. Combining performance management and the open data programs is one area of opportunity. The City will look to deliver publicly accessible open performance data about the City’s services, as Edmonton and others have done.

GIS / Geomatics GIS has been a central component for leading municipalities that are pursuing a data-driven agenda, In fact the Geomatics team at the City is already well versed in core information management principles, is employing a range of good data management practices, and is one area where detailed data analytics is undertaken on a regular basis; for example the team regularly works with the Fire department on drive-time analysis and route optimization. There is an opportunity to leverage this experience and expertise and build upon it as part of the City’s push toward data analytics.

Because of this expertise moving forward the GIS team will be actively engaged and involved in the BI project, and ongoing analytics activities. Despite some positive aspects, there remain many opportunities across the organization to increase the use of mapping and GIS tools, and to integrate GIS and spatial data into existing business processes and practices. Because GIS is so central to the City’s Information as an Asset agenda the City’s leadership will work together to determine how GIS fits into the Information Management program and the appropriate distribution of roles and responsibilities. The City plans to develop a new GIS Strategy / Roadmap in 2017 to identify and prioritize opportunities, to set future technical direction and to identify future resource needs.

Data & Information Architecture Data and information architecture will become a new focus because it will underpin much of the City’s data and information activity. Defining a corporate data architecture that establishes master data sources, and eliminates data duplication and inconsistencies will be critical to enabling better use of data, joining up data, and will support some key decisions around the City’s Cloud computing strategy. The City requires a Data Architect role to support data and information architecture. A contract Data Architect position has been established to support the BI program. It is anticipated that a permanent Data Architect will be


20

required in future, but this need will be assessed during this period.

Data Integration Planning for the implementation of an Enterprise Application Integration (EAI) system, sometimes referred to as Middleware, is underway. This will be a key technology component that will simplify system-to-system integration - reducing the time and costs associated with developing and maintaining systems integrations. It will also play a significant role in supporting the establishment of Master Data for key data sources (such as location, people, employee, assets, financial and other core City datasets) and will enable

Cloud systems to interact and share data with on-premise solutions. A Master Data Management program will be established, which will use the Middleware product to establish corporate data standards and clear and efficient data maintenance processes, resulting in authoritative, corporate datasets that can facilitate integration between systems and processes. Data proliferation and data archiving will be tackled as part of backup and Disaster Recovery projects currently underway, to ensure that the City’s total storage costs can be reduced.


2.1 Establish an Information Management Steering Committee 2017

2.2 Develop a Corporate Information Management strategy 2017

2.3 Implement self-service corporate reporting and dashboards project 2016 – 2018

2.4 Implement Enterprise Application Interface (EAI) technology 2016 – 2018

2.5 Develop a corporate data architecture 2016 - 2017

2.6 Establish a Master Data program 2016 - 2018

2.7 Recommit to Open Government and Open Data and re-invigorate the program, and extend performance reporting to the public

2017

2.9 Explore and establish a corporate Data analytics team 2018 – 2019

2.10 Develop an updated GIS strategy 2017


21

ST-3. Technology Systems Modernization Over time the devices and tools that staff use at home have become better, more flexible and user-friendly than those they use at work. The IT Service will work to modernize the tools and services it offers to provide staff with better choice around the devices and tools they use, and a simpler and easier experience of using these technologies. They will ensure that staff can use the tools they need from home, on the go, in the coffee shop - anywhere, anytime - in a seamless experience with the same capabilities they have access to in the office. Furthermore, the IT Service will ensure that IT infrastructure can be more flexible and nimble, and will work hard at keeping up with industry trends and listening to the business needs of staff to ensure that they are ready with solutions before business units need them.

Enabling Improved Experiences

Device Choices The IT Service will move away from offering a limited set of computing devices, to a Choose Your Own Device (CYOD) program. The CYOD program will feature a significantly expanded range of approved devices, including smartphones, tablets and a set of more modern, lighter, laptops with standard features to enable collaboration such as webcams, microphones, speakers, etc. The IT Service will promote choice of devices, leaning towards mobile devices/laptops over desktops for staff that spend a portion of their time away from their desks. Managers will be able to select for their staff from the range of devices which will cover various price points, and if required and funding is available, staff may choose multiple items (e.g. a tablet and a laptop).

All of the device types in the CYOD program will be fully supported by the IT Service. Funding and budget accountability will be reviewed by BLT IT Sub Group to ensure accountability is appropriately allocated to support the CYOD model. The BYOD program for smartphones will be expanded such that corporate applications that are available for smartphones and tablets will be available to run on personal devices, via the City’s Mobile Device Management solution. The City will also establish a corporate app store.

Corporate Wi-Fi Staff need access to all of their technology resources and services (files, applications, Intranet) as they move about City facilities. A corporate Wi-Fi solution that provides in-building Wi-Fi services for staff, partners, and the public will be implemented at the majority of City facilities. The City will require a robust network infrastructure


22

to support the delivery of Corporate Wi-Fi. So, an external review, and network re-design will be commissioned.

Remote Access and Flexible Working An anticipated significant growth in mobile working, a desire to offer a more attractive and flexible work place, and the customer service strategy which envisions remote and mobile customer service agents, are some of the key drivers for better remote access. The IT Service plans to re-assess its remote access services, and implement solutions that provide options for remote access supporting a range of scenarios that address staff needs, as well as partner, contractor, and third party support access. These solutions include a secure mobile client (e.g. VPN), improved remote desktop options and published services accessible via web and apps. Increasing flexible working may be key to mitigating the City’s current office space challenges. Furthermore, flexible working could support improved business continuity options. Although teleworking has been endorsed by City leadership in the past, uptake has been limited. A range of factors have inhibited uptake, and in some cases it has been technology that has been the limiting factor. Improved remote access services and collaboration solutions implemented by the IT Service will provide new flexible work options for staff. Looking to the future, flexible working could mean a range of things, including working from home on a regular or semi-regular basis, working from a

coffee shop on occasion, or hoteling at various City facilities. Before flexible working options can be broadly adopted, corporate policy changes will be required. Once new technologies are implemented, BLT should revisit corporate policies that address flexible working arrangements and develop a plan to re-invigorate corporate adoption of flexible working. Setting targets for adoption by department would be key to driving change across the organization. The IT Service plans to learn about, and set an example for this mode of working by adopting flexible working for its staff (i.e. staff predominantly working outside the office), with flexible working targets of 10% of staff by the end of 2016 and 25% by 2018.

Modernized Collaboration Tools The IT Service is currently conducting an evaluation of the options available for modernized collaboration tools. These include hosted email, messaging, group chat, unified communications, as well as options for improved file sharing and project collaboration. A pilot is currently underway with Burlington Economic Development Corporation (BEDC) to explore the capabilities of Office365, a modern, Cloud based collaboration suite. At the conclusion of the evaluation, the strategy will be set and a range of new solutions will be implemented corporately.

Cloud Computing The Cloud has emerged as a new mode of delivering technology solutions that can be deployed relatively quickly and


23

with low cost of entry. Additional benefits include increased agility, reduced capital expenditures, and mobile readiness. The City has already adopted a wide range of Software as a Service (SaaS) Cloud solutions in areas as wide ranging as theatre ticketing, facilities management, and corporate time recording. In future, as a matter of policy the City will continue to be open to Cloud-based technology solutions. Although Cloud will be preferred in some situations, in others on-premise solutions may represent the better approach. The City will evaluate the relative merits on a project by project basis, including Total Cost of Ownership, of Cloud based versus on-premise solutions. The City will put in place new and appropriate checks and balances in the form of a Cloud framework, corporate Cloud policy and standard operating procedures to ensure that appropriate due diligence steps are taken when moving technologies and services to the Cloud. Specifically, this will ensure that data security, long term sustainability and information privacy considerations (through the use of the Privacy Impact Assessment process recommended by Information and Privacy Commissioner of Ontario) are appropriately addressed, and that information and data management (specifically data integration) needs are tackled. Furthermore, as Cloud computing transfers computing costs from capital to operating, the IT Service will establish a means of monitoring and projecting long

term cost implications to ensure sustainability. The City will also move rapidly to extend its use of the Cloud beyond SaaS into the Platform as a Service (PaaS) and Infrastructure as a Service (IaaS) realms. This will begin with the creation of sandbox, development and testing environments in the Cloud when and where appropriate, as a means of familiarizing staff and the City with the technology, before introducing Cloud infrastructure and platforms into production situations.

Mobility The introduction of modernized collaboration tools, and corporate Wi-Fi, remote access and new device types is designed to enable increased staff mobility, allowing most office based staff to work anywhere, anytime (for example in a meeting room, at any city facility, in a coffee shop, at the airport, or trekking in Patagonia). A large portion of the City’s staff, including inspectors, bylaw enforcement, fire, roads and parks maintenance crews work outside of a traditional office for most of their working day, and also have technology needs. While some groups, such as Bylaw and Building Inspectors have had limited remote access to technology in the field, a number of groups have not. Field based technology connecting mobile staff to the same systems used by office based staff in real-time will be key for these mobile groups. The City’s Customer Service Strategy, currently in development, also envisions customer service staff working in a


24

mobile setting in various (non-City owned) locations across the City. Mobility will be critical to the City’s broader customer service agenda, as many of the work requests received by the City need to be distributed to field crews in real-time (on their mobile devices) for resolution. There are 3 critical technical components which are core to the success of mobile initiatives: Devices (support a range of devices), Connectivity (Remote Access and network connectivity - either cellular or Wi-Fi) and Applications (mobile designed solutions). Actions identified earlier in this section, address the Devices and Connectivity needs. However, some of the City’s applications are not well positioned to support mobile, most critically, Avantis.

As a result of these gaps, particularly in Avantis, a number of requests have been identified to build mobile solutions to fill gaps in Avantis functionality. The City should be cautious about implementing interim mobile solutions - as they often lack utility and become shelf ware. Moving forward the City does not plan to develop its own internal mobile apps opting instead to pursue the buy-before-build strategy, and rely on vendors. This is one of the drivers for replacing the Avantis work management system - rather than building sub-par interim solutions, the City must implement a suitable corporate work management solution to support mobile operations. Moving forward the City must ensure that all implemented solutions are designed “Mobile First”. The IT Service will ensure that future procurement processes include this requirement.


3.1 Review and revise device policy and review funding approach 2017

3.2 Introduce a device choice (CYOD) program for smartphones, tablets, and laptops

2017 – 2018

3.3 Conduct a network review and develop a long term network strategy 2016

3.4 Implement recommendations of the network strategy 2017 - 2019

3.5 Provide corporate Wi-Fi throughout City buildings 2017 – 2018

3.6 Develop revised remote access strategy and implement improved remote access options to support mobile workers

2017

3.7 Provide staff with modern office collaboration tools. A suite of projects, including Modernized Office Suite, Collaboration Tools, Unified Communications

2017 - 2018

3.8 Implement employee portal 2016 - 2017

3.9 Develop a corporate Remote / Teleworking policy 2017 - 2018

3.10 Cloud computing policy and framework 2016


25

ID Action Timing

3.11 Cloud computing roadmap 2017

3.12 Implement single sign on 2018 - 2019

3.13 Mobile solution projects 2017 - 2020


26

ST-4. IT Service Modernization This strategy has identified a need for some significant changes in the IT Service. Some of these changes are organizational and cultural and will take time to implement, but work will begin immediately. First, the IT Service will begin to play less of a gatekeeper role, and adopt more of a partner role that provides consulting, advice and guidance to Service Owners and BLT. As part of this the IT Service will take less of a paternalistic approach, moving for example from deciding which laptop the corporation should use, to offering a range of devices from which users can choose, and playing a different role with regard to information security. Second, the IT Service will focus on faster delivery. Where possible, the IT Service will implement a range of measures to speed implementation of initiatives. In addition, IT Service leadership will focus on creating additional capacity by redirecting IT resources and augmenting existing staffing with external resources. Finally, the IT Service will look to increase throughput by using third party resources to deliver programs. The IT Service will establish a range of mechanisms to allow the rapid engagement of consultants, contractors, managed service providers, partners and vendors to assist in implementing initiatives and delivering services.

Partnership The creation of the CIO, and BRM roles are primarily designed to change the focus of the IT Service, and to build stronger partnerships throughout the City. The CIO will set the tone, lead the modernization of the IT Service and effect the culture change toward a more partnership based model.

FAST IT

Adopting Agile Techniques To speed delivery, the IT Service intends to embrace Agile and Lean practices that have been successful in the Internet startup world.

Particularly, at least in the early stages, the team will use Agile techniques while working on projects. The IT Service with the governance groups will develop a process and criteria for selecting projects that are suited to a “Fast” methodology. These projects will be fast-tracked. Such projects will require committed departmental resources. “Fast” projects will adopt Agile project management techniques, and other supporting concepts such as Minimum Viable Product, project time-boxing, and iterative solution delivery. Initially a small virtual team of IT staff (4 or 5 staff) will work on “Fast” projects ensuring that knowledge gained can be internalized and re-used on subsequent


27

projects. The team will document these lessons into a knowledge base. Over time the team will be expanded and the capacity for “Fast” projects enhanced. Departmental staff working on these projects will also need to be familiarized with the techniques, and fully committed to the projects to ensure the “Fast” approach is not undermined. On “Fast” projects that may have corporate-wide impacts, the IT Service will seek to work with small, receptive teams as rapid prototyping groups. Only projects suited to the “Fast” methodology will follow this methodology. At this time, it is likely that larger Enterprise projects will not adopt this approach, and will continue to use the existing methodology. The IT Service will increase its focus on project management discipline, focusing particularly on managing scope creep as a means of improving delivery times for larger projects. Over time, lessons learned from the “Fast” methodology will be brought to enterprise projects. The IT Service will explore and implement a range of other lean techniques to speed and streamline service delivery. To speed decisions a set of frameworks will be developed - the immediate priorities will be security and Cloud frameworks.

Agile Procurement Processes Rapid change in the technology landscape is significantly impacting the way the City buys and contracts for services. The current (old) models are increasingly failing the City. To move

faster as an organization the City will need to be more innovative, using purchasing collectives for example, and update procurement and legal processes. The CIO will work closely with leads in these areas, as well as with external expertise experienced in the broader public sector, to revisit the model for technology procurement with a view to to revamping the City’s procurement and contracting approach to technology.

Increase Available IT Capacity In the 2016 project intake process, 8 of 50 submitted projects were greenlighted, demonstrating the significant gap between the technology needs of the organization and the resources available to execute. There is extreme pressure on existing IT Service resources and some conflict between project and operational work. A number of tactics will be used:

Contract Staffing The City has adopted an approach for project work where IT capacity is augmented through contract staffing, funded from capital. This practice uses backfilling where possible, to internalize knowledge and skills and is most typically used on large initiatives (Smart Transit, BI, eGovernment). Moving forward this approach will be expanded, allowing for bundling of smaller initiatives to identify areas that need capitally funded staffing to proceed.

Staffing Rosters The CIO will work with purchasing and HR to develop contract staffing rosters, which will enable the City to purchase contract resources as necessary for short to long periods of time. This


28

means, for example that if a network analyst is required for 2 months to execute a project and funds are available, a resource can be quickly secured via a staffing roster to backfill, rather than delaying the project. In these cases, the City will typically use contract staff to backfill City staff; releasing the City employee to work on the project – thus allowing the City to retain critical knowledge.

Reduced Operating Activity A significant amount of IT Service staff time (over 70%) is consumed in carrying out day-to-day operational activities. To relieve this pressure (and release time for project work) the department will: • Monitor and actively manage IT

Service resource utilization through detailed time tracking and setting targets to reduce time spent on operating activities where possible.

• Establish a service desk function dedicated to providing high quality, customer facing support services. This group will be led by the Service Desk Coordinator, and will continue to apply lean, ITIL based processes that optimize the efficiency of the service desk.

• Implement self service where possible, by, for example, implementing self password re-sets and application installs, and automating device setups. Furthermore, the IT Service will encourage users to self-help when they run into problems, making more use of forums, discussion groups, the knowledge base and video content.

Out-tasking The department will make broader use of a network of partners, advisors,

consultants and service providers to out-task work to the private sector where either the expertise or capacity is unavailable in-house. Specifically, the department will explore opportunities and develop a plan to reduce resource pressures on existing staffing through out-tasking and utilization of managed services. Potential areas include: Security and Network monitoring, Firewall, Exchange Management, Network and Wi-Fi management, and web.

Investments in Reskilling IT Service Staff A number of factors point to the need for investment in staff skills in the IT Service. Cloud computing is a seismic shift which is reducing the need for some of the traditional IT Service staff skills and transferring some functional responsibilities from the IT Service to Service Owners. Meanwhile, introduction of BI, Middleware and other new technologies will require IT Department staff to develop skills in these areas. Skills gaps in Architecture, Security, Vendor and Contract Management and Data Analytics must also be addressed.

The City must take this opportunity to make significant investments in IT Service training and technology skills development. The CIO will develop an IT Service skills modernization plan. Areas requiring particular investment include: • Leadership (to support ongoing

succession planning) • Architecture: Solutions, Application,

Data, Information, Integration Architecture

• Technical: Java, C#, Web


29

programming • Security, Cloud Security • Lean, BPR, BPM • Project Management - Agile PMI • Marketing for IT • Vendor and Contract Management • Data Analytics • Process Improvement In addition to training, IT Service leadership will increase delegation to staff, thus developing their skills as part of longer term succession planning.

A Pragmatic Approach to Security Cyber security is a critical issue for the City. Real threats continue to grow, and with the explosion in Cloud computing the importance of appropriate controls and due process is ever-increasing. However, the current approach to security is bottom-up, largely reactive and is viewed by the Corporation as a bottleneck. The City requires a robust, corporately committed and pragmatic security framework that enables a trust culture supported by appropriate controls. The IT Service will engage a third party expert to work with City staff to develop a security framework, supported by policy and standards, that aligns with the City’s existing risk management framework. Because risk management is a broader corporate responsibility, the City will establish a Security Forum, which will involve staff from IT, Legal, HR, Risk Management and other business areas to oversee the development of the security framework. Third party expertise will be retained on an ongoing basis to provide external

and internal vulnerability testing and reporting, yearly intrusion testing, security assessments, and coaching of IT Department security staff. The IT Service will fully dedicate staff to the Information Security function.

Collaboration and Shared Services In an era of cost containment, the opportunities presented by public sector collaboration and shared services are clear. There is an undoubted trend towards consolidated services in health and education and this is now occurring in the municipal sector with technology services often the targeted area. Indeed, some of the resource and capacity pressures faced by the City may be mitigated by working on shared service initiatives. It makes sense for the City to actively explore shared opportunities that could improve outcomes or reduce costs. The City already has a relationship with the Region through its shared SAP environment; and future opportunities to explore further partnership with the Region may arise. Undoubtedly opportunities exist with other municipalities in the Region and beyond which will also be explored. Closer to home the Burlington Library operates its own IT team from whose innovations the City’s IT group could learn (e.g. public Wi-Fi). There are a number of potential collaboration opportunities with the library that should be explored. The City Manager and CIO will continue to work together to identify and promote collaborative opportunities.


30


4.1 Establish a “Fast” IT virtual team for dealing with "Fast” projects.

4.2 Implement “Fast Track” project selection process 2016

4.3 Adopt Agile techniques 2016 - 2017

4.4 Revise procurement and contracting practices to support “Fast” and cloud paradigms

2017

4.5 Develop IT department skills modernization plan. 2016, 2017, 2018

4.6 Develop an out-tasking and managed services roadmap 2017

4.7 Establish staff augmentation vehicles to supply technology resources on tap 2017

4.8 Develop a security framework and policy 2017

4.9 Explore collaboration, shared services and partnership opportunities Ongoing

4.10 Update service desk model and apply lean principles to IT support processes Ongoing

4.11 IT Service communications plan 2017


31

ST-5. Enterprise Systems Although in recent years the City has implemented many dedicated Cloud solutions, the City’s core Application Architecture continues to be designed around a small number of consolidated platforms; major systems that manage core business processes such as finance and billing; permits, inspections, licensing and land development; work and asset management; document and records management; recreation. Regardless of where applications are hosted – on-premise or in the Cloud – this consolidated approach will continue as designed because it reduces systems proliferation, integration requirements, user confusion, and overall costs. Implementation of components such as Middleware and Business Intelligence fill some gaps in the existing technology architecture, nonetheless, there remains a significant amount of work to address important Enterprise System needs.

Enterprise Application Architecture The CIO is responsible for the City’s Application and Integration Architecture, and will work with the BLT IT Sub Group and Service Owners to help the organization understand the importance and value of the architecture. One of the central concepts the City will continue to pursue is the use of a small number of core enterprise platforms for core business processes. Where possible business processes will be consolidated into those core systems. AMANDA is a good example, it has been and will continue to be used corporately as the City’s land and property process management system. ERP, work management, CRM and ECM are other examples for which core platforms are required. However, with the broader use of Cloud systems and the drive for increased agility, satellite systems will be implemented where this isn’t possible or practical, but will still feed data into the

City’s core platforms using the integration and BI platforms

ERP Strategy The ERP roadmap developed in 2013 advised the City to move forward with a number of ERP enhancements, thus buying time to monitor developments in the ERP marketplace, in the belief or hope that alternative municipal ERP solutions would become viable. The Roadmap also suggested that three existing City solutions, SAP, Banner and Avantis could be consolidated into a single ERP solution. Finally, if the City were to stay with SAP, the City should decide whether to move away from the Region hosted SAP model to an alternative hosting model. Indecision around the future of the ERP is causing decision-making challenges in many areas. System functionality gaps (Avantis) and impending required upgrades (Banner) are forcing the City’s hand.


32

A decision on the future ERP roadmap is required in the near term. In the three years since the 2013 roadmap there appears to have been limited change in the market. Municipalities that are going to market for ERP solutions (e.g. Barrie, Cambridge) are limited to the same choices that would have existed 4 or 5 years ago (JD Edwards and SAP). This suggests an adjustment to the strategy. Finance and HR functions (SAP and Banner) could be consolidated into a single solution (SAP is the most likely option), but Avantis should be considered separately due to its specific requirements. Beginning immediately the CIO will lead a review of the ERP roadmap to address immediate ERP strategy decisions. The pragmatic decisions that are required are. Will the City:

a) Stay with SAP, or go to market for an alternative ERP system?

b) If staying with SAP, will the Region continue to host SAP?

c) If staying with SAP, is it viable (and what costs are involved) to consolidate HR functions into SAP?

Given that a number of similar sized municipalities recently in the market for new ERP systems have chosen SAP, it is likely the City will stay with SAP. However, further investigation is required. In 2017 the City will undertake an evaluation of the HR to SAP migration path.

Work Management Current gaps in the Avantis work management system result in a range of labour intensive work. A range of 2016 budget requests for standalone mobile solutions illuminate missing mobile features in the system. Thus the City has an urgent need to replace Avantis. Planning for a Corporate Work Management system (Avantis replacement) should begin in 2016. The City should first establish a Citywide Asset Management strategy. This strategy should assess existing practices against best practices and set the future strategy. As part of this work the City should determine the technology strategy, systems architecture, a roadmap and establish the leadership and resources necessary to implement such a significant initiative at the City. In this area the City can benefit from learning from others successes. The City of Cambridge, Ontario is a leader in Asset and Work Management practices in North America, and they have successfully implemented the Maximo work management system. One of the keys to their success has been a redesign and rationalization of business processes into a handful of key processes – e.g. service request, work order – with standardized practices and processes across the organization. This work was completed prior to implementation and significantly simplified and reduced the cost of systems implementation. Burlington would undoubtedly benefit from adopting a similar approach.


33

Parks and Recreation Information System (PRISM) The Recreation team in partnership with the IT Service are in the process of implementing PRISM to replace the City’s current recreation management system (CLASS). This is a major project, as the system is one of the City’s primary customer touch points. As a Cloud based system that will host a range of customer information, the City must ensure that it conducts a Privacy Impact Assessment (PIA) for the PRISM project.

Customer Service Systems The City’s Customer Service Strategy, currently in development, is expected to recommend implementation of a range of systems. At the heart of the customer service strategy will be a need for a Customer Relationship Management system or platform. Supporting this will be a range of additional technologies including a knowledgebase, enhancements to online services to push services to the web, online and mobile reporting and monitoring of service requests, eForms integration, and systems interfaces with back-office systems such as AMANDA and the new Work Management System. Open 311 data is an area that should also be explored.

Enterprise Content Management (ECM) The City needs to strengthen its capabilities around electronic document, records and content management. The City will need, in future, to implement a single Enterprise Content Management system that can deal with unstructured

content, handling documents, drawings and records management. Work is currently underway, through the Mohawk partnership, to explore corporate needs for document and records management. It is also imperative that the ECM work be aligned with the Modern Collaboration work that is currently underway. While both of these initiatives may identify important needs and requirements, it is important that the Information Management strategy is established before the CIO leads the ECM project forward.

Other Major Initiatives In addition to these initiatives the City will need to deal with an update to AMANDA, the City’s permitting, licensing, inspections and land development system, which will see a significant user interface change, and thus require a major re-training exercise. Moving forward the City will adopt a Mobile First, device agnostic solution strategy to ensure that all newly purchased business solutions are designed to support a mobile workforce - working on any device in and out of the office. The City will also ensure, where possible, that the City’s business applications are available to BYOD devices.

Business Process Redesign In alignment with the Service Design project, Service Owners are responsible for the business processes that operate and deliver their services – thus they are also responsible for the design of those business processes.


34

Implementing systems encodes business processes and workflows, so business processes must be consciously re-designed before new systems are implemented to avoid building systems around old, inefficient processes (known as paving the cow path). The City should not move forward on projects until business processes have been reviewed and redesigned. The City's project methodology and planning cycle will be amended to ensure that business process re-engineering is always carried out before systems implementation. Where staff in Service areas have the requisite business process skills, they will lead business process redesign efforts. Where staff lack the skills, IT Service resources can be made available, or contract resources can be secured to undertake business process redesign.


35


5.1 Set ERP roadmap and secure commitment 2016 - 2017

5.2 Replace Banner (HR system) 2018 - 2020

5.3 Implement BI and Middleware solutions (identified in Section 2 as actions 2.3 and 2.4)

2016 - 2018

5.4 Develop strategy and implement Work Management System (Avantis replacement)

2017 - 2019

5.5 Implement PRISM 2016 - 2017

5.6 Customer Service Systems – CRM 2016 - 2018

5.7 Enterprise Content Management systems 2019 - 2021

5.8 Amanda 7 Upgrade 2017

5.9 Corporate Application Architecture review 2018

5.10 Incorporate Business Process Design methodology into technology projects 2016


36

5. Conclusion Technology plays such a significant part in the delivery of City services, and ultimately in the City’s long-term success, that a clear vision and roadmap for technology is critical. The development of this strategy has sought input and opinion from all corners of the City, and is a plan that the IT team, BLT and Council can stand behind, confident that it charts the right course for the future. The Vision is Innovative City Services powered by tech savvy people, modernized technology and meaningful information. This is a fresh and inspiring vision for technology and information management at the City. The plan is bold and ambitious. But it is what the City needs. The strategic themes identify critical areas of focus: A focus on building a tech savvy corporate culture will ensure that staff throughout the City are empowered to capitalize on technology opportunities quickly and with as few bureaucratic coinstraints as possible. Treating information as an asset will save time and prevent errors related to data management, and will unlock the power of big data and analytics to inform and support critical City decisions.

Modernizing technology systems will increase staff productivity and satisfaction while reducing support overheads. Staff will be able to use familiar tools that are flexible, and that can be used anywhere, anytime. This will enable broad adoption of mobile working for field based staff. Modernizing the IT service and approach will speed delivery, reducing delivery times from years to weeks, empower IT and departmental staff, and create stronger partnerships between Service Owners and IT staff. Tackling major enterprise projects will reduce uncertainty and establish the appropriate, modern, long-term foundations to support corporate business processes and strategic imperatives such as improved customer service. These themes will guide future technology investment planning and decision-making, and work between BRMs and Service Owners will ensure that tech savvy thinking is fully integrated into business planning. There is much work ahead. The strategy identifies our trajectory. We’ve identified the “what”. The details of how these “what’s” will be achieved will be worked out collaboratively and transparently in the spirit of the tech savvy organization that we want to become.


37

Appendix 1 - Glossary of Terms

Term Meaning

Agile A method of project management, used especially for software development, that is characterized by the division of tasks into short phases of work and frequent reassessment and adaptation of plans.

AMANDA Land and Property process management system used by Planning, Building, Bylaw and a range of other departments.

Avantis Work Management system largely used by RPM

Banner City’s corporate Human Resources Management System

BI Business Intelligence – a corporate platform for reporting and data analysis

BPM Business Process Management. a systematic approach to making an organization's workflow more effective, more efficient and more capable of adapting to an ever-changing environment.

BPR Business Process Re-engineering is the analysis and redesign of workflows within and between enterprises in order to optimize end-to-end processes and automate non-value-added tasks.

BRM Business Relationship Manager

BYOD Bring Your Own Device – the practice of allowing the employees of an organization to use their own computers, smartphones, or other devices for work purposes.

Cellular Service provided wireless telecom and data services

CIO Chief Information Officer

CLASS Current system used by the City to manage recreation programs and facility bookings.

Cloud The practice of using remote servers (and services) hosted on the Internet to store, manage, and process data, rather than the City’s data centre.

Consumerization Consumerization is the specific impact that consumer-originated technologies can have on enterprises. It reflects how enterprises will be affected by, and can take advantage of, new technologies and models that originate and develop in the consumer space, rather than in the enterprise IT sector

CRM Customer Relationship Management system

CYOD Choose Your Own Device is defined as a policy which enables users to choose from a small number of corporately approved devices (laptops, tablets and smartphones) for business (and personal use), with the SIM card owned by the company.

ECM Enterprise Content Management.

EMM Enterprise Mobility Management – a suite of software and processes designed to simplify the management of mobile devices in the enterprise


38

ERP Enterprise Resource Planning system. An integrated business process management system that is used to automate back office processes, typically including Finance and HR processes.

ESE Enterprise System Enhancements program. A program of enhancements to Burlington Enterprise systems.

Firewall A part of a computer system or network that is designed to block unauthorized access while permitting outward communication.

GIS Geographic Information Systems

IaaS Infrastructure as a Service. A form of Cloud computing that provides hosted network, server, storage services.

ITIL An acronym for Information Technology Infrastructure Library, is a set of practices for IT service management (ITSM) that focuses on aligning IT services with the needs of business.

MDM Master Data Management (MDM) is a technology-enabled discipline in which business and IT work together to ensure the uniformity, accuracy, stewardship, semantic consistency and accountability of the enterprise's official shared master data assets.

MDM Mobile Device Management – software used to enable IT to manage mobile devices.

Middleware Software that acts as a bridge between a database and applications, which simplifies integration and interface building.

Office365 Office 365 is a Web-based version of Microsoft's Office suite of enterprise-grade productivity applications.

Out-task Out-Tasking is an outsourcing business model that refers to a supplier performing tactical or project-oriented tasks or processes. Out-Tasking includes contracting engagements, which are less complex than Business Process Outsourcing (BPO) engagements.

PaaS Platform as a Service is a category of Cloud computing services that provides a platform allowing customers to develop, run, and manage applications without the complexity of building and maintaining the infrastructure typically associated with developing and launching an app.

PRISM Replacement for CLASS. Parks and Recreation Information System is currently in implementation and will be used for program management and facility bookings

Remote Access Remote access is the ability to get access to a computer or a network from a remote distance. In corporations, people at branch offices, telecommuters, and people who are travelling may need access to the corporation's network

ROI Return on Investment – a formula with which to measure the financial benefits of an investment.

SaaS Software as a service (or SaaS) is a way of delivering applications over the Internet—as a service. Instead of installing and maintaining software, you simply access it via the Internet, freeing yourself from complex software and hardware management.


39

SAP ERP system used by the City for Finance processes. System hosted by Halton Region.

TCO Total cost of ownership (TCO) is a financial estimate intended to help buyers and owners determine the direct and indirect costs of a product or system.

Teleworking telecommuting, remote, mobile, virtual or home working

A variety of terms used to describe the process of working from a location other than the traditional office.

Unified Communications

A term to describe the integration of real-time, enterprise, communication services such as instant messaging (chat), presence information, voice (including IP telephony), mobility features (including extension mobility and single number reach), audio, web & video conferencing, fixed mobile convergence, desktop sharing.

VDI Virtual desktop infrastructure (VDI) is the practice of hosting a desktop operating system within a virtual machine (VM) running on a centralized server. VDI is a variation on the client/server computing model, sometimes referred to as server-based computing.

VPN A virtual private network (VPN) extends a private network (the City’s network) across a public network, such as the Internet. This provides secure access to City technology resources when outside of the City’s network

Wi-Fi A facility allowing computers, smartphones, or other devices to connect to the Internet or communicate with one another wirelessly within a particular area.

Documents

City of Burlington Technology Strategy 2016