City of Winston Salem IT Strategic Plan

8/8/2019 City of Winston Salem IT Strategic Plan

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City of Winston-Salem

Information Technology Strategic Plan

July 2003


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TABLE OF CONTENTS

Executive Summary........................................................................................................ 3

Current State of I.T. in the City ...................................................................................... 3

Planning Assumptions .................................................................................................... 4

Aligning the I.T. Plan with the Citys Strategic Plan ..................................................... 5Focus Area 1: Economic Vitality and Diversity........................................................ 5Focus Area 2: Social Vitality..................................................................................... 6Focus Area 3: Service Excellence.............................................................................. 6Focus Area 4: Community Participation.................................................................... 7

Projects, Benefits, and Investment.................................................................................. 7

Individual Projects and Cost Estimates........................................................................... 9

Funding Requirements by Fiscal Year.......................................................................... 17


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Information Technology Strategic Plan

July 2003

Executive Summary

Information technology is key to effective delivery of City services and the economicvitality of our community. The purpose of an I.T. Strategic Plan is to define investmentsin information technology that are consistent with a Citys strategic priorities. This planstarts with Winston-Salems Strategic Plan as approved by City Council and then

associates ways to apply technology in support of the Plans focus areas.

The I.T. Strategic Plan consists of 24 projects that use automation to eliminate manualprocesses; that provide direct services to the public through the Internet; and, thatimprove business processes that are enabled through technology. Cost estimates areprovided for each project along with any measurable benefit. Overall, the combinedprojects provide a positive 5-year return on investment, using savings from eliminated orredeployed staff and assigning value to time saved to citizens.

If all of the projects were to be completed, total capital investment would be $2,395,000with an annual increase of $335,000 in recurring operating expenses. Savings fromeliminated or redeployed staff are expected to return $761,000 annually. It is estimatedthat there would be an additional savings of $330,000 to the community based upon theaverage number of people per day that would eliminate a trip to a building for a Cityservice. Over the initial 5-year period, it is estimated that there would be a net$1,385,000 overall savings along with improved services in Public Safety, Planning,

Engineering, Inspections, and Revenue Collections.

A description of each project and associated cost information is provided in the lastsection, along with a possible schedule over a 3-year period. A few of the projects arealready budgeted and scheduled for completion in the current fiscal year. The remainingprojects will be considered for funding as part of the annual budgeting and capitalspending processes.

Current State of I.T. in the City

The Citys information technology infrastructure is state-of-the-art and positioned toprovide continued value through 2005. Infrastructure includes the networkingequipment, computer servers, desktop computers, and supporting software systems.C t f di l l t d t t i t f i t li d


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integrate them into their work processes. In many departments, incremental investmentscan return significant benefits by creating new or improved services.

Enterprise software applications provide services used by departments and citizens.Several enterprise platforms are in place meeting existing needs, but are underutilized.These enterprise applications can enable very different approaches to managing anddelivering services, providing an opportunity to reduce costs and improve quality.Examples of enterprise systems are GIS, work order management, imaging, workflow,permitting, and customer request management. To take advantage of the opportunityprovided by these systems, we must understand the potential created by the software and

be willing to challenge existing processes, procedures and organization. Many of theprojects in this plan leverage our existing enterprise software and, in some cases, assumethe willingness to change how we do business. These projects can be completed atrelatively low cost by tapping existing potential.

Winston-Salem is recognized as a leader in providing E-Government services. The E-Gov trend is beginning to merge with government services in general and considered anextension of services, rather than as a separate category. The extension includes servicesdelivered electronically through the web with 24 hours by 7 days per week access. Thisapproach is incorporated into our department and enterprise application systems with afocus on continued expansion. Growth in E-Gov services will provide new conveniencesto the public and reduce operational costs to the City.

Planning Assumptions

This I.T. Strategic Plan was developed with the assumption that it should be closelyaligned with the Citys Strategic Plan as adopted by the City Council in October, 2002.Selection and prioritization of projects were based upon the degree that they support theCitys goals and objectives.

Unlike the prior I.T. Plan, this new Plan requires a relatively small amount of capitalinvestment. The existing network has sufficient capacity and the related systems in placeare designed for expansion and growth. Enterprise applications can be used as the basis

for new and enhanced services. In some cases there is sufficient software licensing but inother cases additional licensing will have to be purchased.

Most of the recommended projects are expected to provide a positive return oninvestment. The magnitude of the return is dependent upon the extent that departmentsadjust their staffing and to the degree that business processes are optimized with the


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resources available to assist in the implementation. Projects are recommended with thesupport of the affected departments.

Aligning the I.T. Plan with the Citys Strategic Plan

I.T. projects included in the plan support the Citys Vision of A municipal governmentdeserving of public confidence that provides excellent and innovative services, and is anactive and cooperative partner in creating a vital community. Projects are consistentwith the Citys Mission to provide quality, affordable services that ensure the health,safety and well-being of citizens, while collaborating throughout the community to ensureits economic, social and environmental vitality.

The Citys 2002 Strategic Plan includes strategies to support 5 major focus areas. In thefollowing sections, solutions identified within this I.T. Plan are categorized and describedaccording to those strategies.

Focus Area 1: Economic Vitality and Diversity

(EVD-1) City regulations and processes may increase the cost and time required for abusiness to operate. Regulations and processes that can be modified to reduce thisburden while still carrying out the public purpose should be modified accordingly.

Solution #1-1: Utilize the web to provide services that eliminate the need for citizens totravel to City offices.

Enable secure access to electronic drawings, documents and maps from Planning

and Inspections. Expand web-based permitting in Inspections to include non-licensed professionals

or residents.

Establish support for the electronic submission of planning documents. Accept applications for water and sewer services through the web.

Solution #1-2:Provide access to City services 24 hrs per day, 7 days per week by

expanding the availability of web applications. Implement methods for performing data management practices without

interrupting availability of on-line applications.

Develop automated monitoring and notification systems. Design and implement additional failover and recovery capabilities to the network

and applications.


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(EVD-6) Take actions to assist in implementing the downtown plan, including

residential, entertainment, office development and public spaces.

Solution #1-4:Provide free, wireless Internet access.

Expand access beyond 4th street to other downtown areas, parks and public spaces

Solution #1-5:Ensure the availability of sufficient and appropriate telecommunicationsinfrastructure in the downtown area.

Develop a telecommunications infrastructure plan

Focus Area 2: Social Vitality

(SV-1) Protect and enhance the safety and stability of residential neighborhoods throughefforts such as community oriented policing.

Solution #2-1:Expand Public Safety programs that reduce Officer time spent on

administrative tasks. Increase the number of vehicles equipped with mobile data computers to enable

in-car reporting

(SV-2) Continue housing improvement/development programs which include building adecent community environment, conserve neighborhoods, and equal opportunities for theCitys diverse populations.

Solution #2-2: Expand access to information and reduce administrative tasks forHousing / Neighborhood Services staff

Integrate systems with other City departments information to improve permittingand inspections activities

(SV-3) Continue neighborhood preservation efforts.

Solution #2-3:Provide enhanced on-line tools that support neighborhood collaborationthrough access to information and shared resources.

Add and maintain collaboration tools to the citys web site that are configured forneighborhood collaboration through access to information and shared resources.


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Solution #3-2: Use common applications across the enterprise that results in an equalor better level of service at a lower cost. Centralize where possible.

Expand the use of Customer Request Management to all departments Eliminate sequential paper-based processes with Workflow and electronic

documents

Expand GIS expertise to increase use of existing capabilities Provide employee self-service to Human Resources Convert individual time entry of payroll information from time cards to an on-

line, self-serviced system.

Focus Area 4: Community Participation

(CP-1) Conduct periodic town hall meetings to promote communication andunderstanding. Citizens often have to go out of their way to voice their opinion bydriving to City Hall and spending time attending long meetings. This should be changedwhere active community participation in government is one where elected officials andstaff come to them.

Solution #4-1: Utilize the web to enable greater citizen access to government meetings

Publish to the web prior to public meetings all agendas and support materials Broadcast live and taped public meetings on the web Allow citizens to create web-based profiles to automate electronic distribution of

topics of interest

Projects, Benefits, and InvestmentTwenty-four distinct projects are described in the Appendix. Each project supports amajor focus area in the Citys Strategic Plan and is categorized according to theSolutions, as defined in the prior section. The number of projects per Solution variesfrom one to several.

All of the projects provide benefits that can be measured as either a net reduction in

overall cost of operation, a new service, or both. In most cases where there is a reducedcost to the citizen through convenience and timesavings, there is also a reduced cost tothe City associated with self-service and the elimination of staff time. Projects thatautomate existing manual processes are expected to provide a measurable reduction instaff time. The savings may be reallocated to other work or sufficiently aggregated toallow for the elimination of positions.


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Table 1-1: Estimated Net Savings

Solution

One-Time

Cost

Annual

Recurring

Cost

Annual

Recurring

Savings to City

AnnualRecurring

Savings to

Community

1-1 $300,000 $50,000 $162,500 $300,000

1-2 $280,000 $50,000 $170,000

1-3 $200,000 $30,000 $50,000

1-4 $50,000 $10,000

1-5 $40,000 $10,000 $20,0002-1 $1,050,000 $50,000 $106,500

2-2 $25,000 $5,000

2-3 $20,000 $5,000

3-1 $20,000

3-2 $340,000 $95,000 $240,000

4-1 $70,000 $30,000 $12,000 $30,000

Totals $2,395,000 $335,000 $761,000 $330,0005 Year Totals Cost: $4,070,000 Savings $5,445,000

Net Savings: $1,385,000


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Individual Projects and Cost Estimates(EVD-1)Solution #1-1: Utilize the web to provide services that eliminate the need for citizens to travel to City offices.

Budget Potential for Savings

Affected

Departments Project BenefitsOne Time

Cost

Recurring

Cost

Source Recurring

Savings

PlanningInspections

1. Title: E-Documents

Convert existing drawings and

related documents to electronicimages. Create GIS-basedapplications for accessing documentsfrom a web browser. Implementpolicy and procedures that eliminateuse of paper documents

Allow registered citizens toaccess documents 24x7without traveling to City

Hall. Lower cost ofoperations through reducedstaff time by enabling self-service. Establishes platformfor future enhancements.

$100,000 $20,000 Elimination of 1FTE

Increasedproductivity ofCitizens

$50,000

Over$100,000 toCommunity

PlanningEngineeringInspections

2. Title: Document SubmissionPractices

Establish City Policy for thesubmission of all documents toPlanning, Inspections andEngineering.

End to end electronicdocument management thateliminates paper-based

systems. Reduces costsassociated with imaging anddocument conversions.

$50,000 $0 Elimination of 1FTE

$50,000


UtilitiesRevenue

3. Title: Utilities Self-Service

Enhance the Utility Managementsystem to allow residential andcommercial customers to enroll for

changes in water and sewer servicesthrough the web or telephone.

Savings of time to citizensand businesses by offeringaccess through the web.Lower cost of operationsthrough reduced staff time by

enabling self-service.


Increasedproductivity of

Citizens

$50,000

Over $50,000to

Community

Inspections 4. Title: Web-Based Permitting toNon-professionals

Expand web-based permitting inInspections to include non-licensedprofessionals or residents.

Saves staff time byincreasing the number ofautomated permits. Offersgreater convenience to thepublic.

$75,000 $10,000 Elimination of FTE

Increasedproductivity ofCitizens

$12,500

Over $50,000toCommunity


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Solution #1-3:Deliver direct services through the telephone

Budget Potential SavingsAffected


Cost

Recurring

Cost

Source Recurring

Savings

Revenue 9. Title: IVR in Revenue

Add an Interactive Voice Responsesystem for financial information andrevenue payments.

Improved customer service tocitizens with telephone accessbut no web access. Lowercost of operations throughreduced staff time by enablingself-service.


$50,000

Revenue 10. Title: ACD in Revenue

Implement an Automated CallDistribution system for Revenuecollections.

Improve services to citizensrequesting informationthrough the telephone.Provides reports on callvolumes, waiting times andother management data.

$50,000 $10,000 None None

(EVD-6)Solution #1-4:Provide free, wireless Internet access.

Budget Potential Savings

Affected


Cost

Recurring

Cost

Source Recurring

Savings

Downtown Dev. 11. Title: Wireless Internet Accessto the Public

Expand wireless access to the

Internet to other downtown streets,parks, and public spaces.

A public service that promotesWinston-Salems technologyfocus and downtowneconomic development.

$50,000 $10,000 None None


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Solution #1-5:Ensure the availability of sufficient and appropriate information technology infrastructure in the downtown area.



Cost

Recurring

Costs

Source Recurring

Savings

Downtown-DevelopmentStreetsDOT

12. Title: DowntownTelecommunicationsInfrastructure Plan

Lead the development of atelecommunications infrastructure

management plan downtown.

Ensure telecommunicationscapacity while minimizing theimpact on the right-of-way.

$40,000 $10,000 Longer streetsurface life.

Fewerinterruptions to

traffic.

$20,000 inpaving

(SV-1)Solution #2-1:Expand Public Safety programs that reduce Officer time spent on administrative tasks.


Affected

Departments Project Benefits

One Time

Cost

Recurring

Cost

Source Recurring

Savings

Police

Fire

13. Title: MDCs in Public Safety

vehicles

Install mobile data computers in allPolice and Fire vehicles, etc

Enhance officer and citizen

safety; more efficient dispatch;and mobile field reporting

$1,0500,00 $50,0000 Record Division

on scan, file,entry of reportsand cost of papercopies

$106,420

$88,420 ofovertime and$18,000 insupplies.

(SV-2)Solution #2-2: Expand access to information and reduce administrative tasks for Housing / Neighborhood Services staff


Affected


Cost

Recurring

Cost

Source Recurring

Savings

HousingServices

14. Title: Integrated Permitting forHousing Services

Integrate systems with other Citydepartments information to improvepermitting and inspections activities.

Increased identification ofnoncompliant properties.Automate methods for alertingrelated permitting systems.

$25,000 $5,000 None None


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(SV-3)Solution #2-3:Provide enhanced on-line tools that support neighborhood collaboration through access to information and shared resources.


Affected


Cost

Recurring

Cost

Source Recurring

Savings

City ManagersOffice

15. Title: On-Line NeighborhoodCollaboration

Provide an on-line collaborationenvironment for neighborhoodorganizations.

Neighborhood organizationscan have a central locationdesigned for sharinginformation and sponsoringinitiatives. It can serve as aconduit to the City for makingrequests and expression ofopinions.

$20,000 $5,000 None None

(SE-6)Solution #3-1: Continue outsourcing technical support of the network and desktop (should we do managed competition)


AffectedDepartments Project Benefits

One Time

Cost

Recurring

Cost

Source Recurring

Savings

InformationSystems

16. Title: Evaluation of I.S. ServiceDelivery Methods

Evaluate existing outsourcedagreements and identify alternativesfor delivering the service. Perform acost analysis of the alternatives and

then proceed with the best choice.

Provide the appropriate levelof service at the least cost.

$20,000 $0 Elimination ofcontracts orFTEs

$0


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Solution #3-2: Use common applications across the enterprise that result in an equal or better level of service at a lower cost. Centralize where possible.



Cost

Recurring

Cost

Source Recurring

Savings

Enterprise 17. Title: CRM to all Departments

Expand the use of Customer RequestManagement to all departments.

Reduces the effort for citizensto request services andimproves responsiveness.Increases the accuracy andconsistency of information andeliminates the dependency onspecific individuals.

$100,000 $10,000 Elimination of 2FTEs

$80,000

Enterprise 18. Title: Workflow all PaperProcesses

Automate all paper-based approvalprocesses, work distribution, andform submissions with electronicworkflow.

Increases accuracy andreduces lost or misplaceditems, reduces time tocompletion, and reducesindividual workloads.

$100,000 $20,000 Elimination of 2FTEs

$80,000

PlanningPublic Works

19. Title: Increase GIS Staffing

Increase GIS expertise indepartments and add a dedicated GISperson to leverage existingcapabilities.

Departments able to makebetter decisions through

analysis of data and creationof maps. Staff time andvehicles would be used moreefficiently through optimalrouting and work distribution.


$35,000


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Affected


Cost

Recurring

Cost

Source Recurring

Savings

Enterprise 20. Title: HR Self-Service

Provide employees with Intranet self-service to Human Resources

information and personnel data.Where appropriate, allow employeesto make changes to their personnelrecords and adjust benefits duringopen enrollment.

Provides more timely updatesby letting employees directlyaccess and change theirinformation. Reduces the

direct and indirect costsassociated with openenrollment and benefitsmanagement.

$50,000 $10,000 Elimination of FTE

$25,000

Enterprise 21. Title: Automated Time-EntrySystem

Convert individual time entry of

payroll information from time cardsto an on-line, self-serviced systemthat uses workflow for review andapprovals.

Reduction of staff time, dataentry errors, and equipmentcost.

$40,000 $5,000 of an FTE $20,000


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(CP-1)Solution #4-1: Utilize the web to enable greater citizen access to government meetings


Affected


Cost

Recurring

Cost

Source Recurring

Savings

City Secretary 22. Title: Public Meeting Minutesto the Web

Publish to the web agendas and

support materials prior to all publicmeeting and minutes of themeetings soon after the meeting isover.

Provides self-service access forcitizens and staff for look-upand research. Reduces stafftime currently spent providing

service.

$20,000 $5,000 Eliminationof FTE

Increased

productivityof Citizens

$12,000

Over

$10,000 toCommunity

Marketing &Communications

23. Title: On-Line Videos ofPublic Meetings

Broadcast public meetings over theInternet and maintain videos ofprior meetings on-line for viewingon demand.

Expanded access to live publicmeetings and enabling self-service access for researchingprior meetings

$30,000 $20,000 Increasedproductivityof Citizens


Marketing &Communications

24. Title: Personalized Deliveryof Web Content

Enable citizens to create privateprofiles on the Citys web site thatdetail topics of interest. They arenotified by email when documentsor other electronic information

becomes available that matchesitems selected in their profile.

Improves likelihood that acitizen will be aware ofinformation that is of specialinterest to them. Reduces theamount of effort to find outabout topics of interest andreduces the effort for the Cityto distribute information.

$20,000 $5,000 Increasedproductivityof Citizens



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Funding Requirements by Fiscal Year

Fiscal YearProjectNumber

Prin/ Proj Project Title BudgetFY03-04 FY04-05 FY05-06

Focus Area 1: Economic Vitality and Diversity

1 1-1 E-Documents $ 100,000 $ 50,000 $ 50,000

2 1-1 Document Submission Practices 50,000 25,000 25,000

3 1-1 Utilities Customer Self-Service 75,000 75,0004 1-1 Web-Based Permitting to Non-Professionals 75,000 75,000

5 1-2 On-Line Backup 50,000 50,000

6 1-2 System Monitoring 80,000 80,000

7 1-2 On-Line Parallel Systems 100,000 100,000

8 1-2 Enhanced Security 50,000 50,000

9 1-3 Interactive Voice Response (IVR) in Revenue 150,000 150,000

10 1-3 Automated Call Distribution (ACD) in Revenue 50,000 50,000

11 1-4 Wireless Internet Access to the Public 50,000 50,00012 1-5 Downtown Telecommunications Infrastructure Plan 40,000 40,000

Total Focus Area 1: Economic Vitality and Diversity $ 870,000 $ 150,000 $ 495,000 $ 225,000

Focus Area 2: Social Vitality

13 2-1 Mobile Data Computers in Public Safety Vehicles $ 1,050,000 $ 525,000 $ 525,000

14 2-2 Integrated Permitting for Housing Services 25,000 25,000

15 2-3 On-Line Neighborhood Cooperation 20,000 10,000 10,000

Total Focus Area 2: Social Vitality $ 1,095,000 $ - $ 560,000 $ 535,000

Focus Area 3: Service Excellence

16 3-1 Evaluation of IS Service Delivery Methods $ 20,000 $ 20,000

17 3-2 Customer Request Management (CRM) to all Departments 100,000 100,000

18 3-2 Workflow all Paper Processes 100,000 50,000 50,000

19 3-2 Increase Geographic Information System (GIS) Staffing 50,000 50,000


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20 3-2 Human Resources (HR) Self-Service 50,000 25,000 25,000

21 3-2 Automated Time Entry System 40,000 40,000Total Focus Area 3: Service Excellence $ 360,000 $ 20,000 $ 225,000 $ 115,000

Focus Area 4: Community Participation

22 4-1 Public Meeting Minutes on the Web $ 20,000 $ 20,000

23 4-1 On-Line Videos of Public Meetings 30,000 30,000

24 4-1 Personalized Delivery of Web Content 20,000 20,000

Total Focus Area 4: Community Participation $ 70,000 $ - $ 40,000 $ 30,000

Total $ 2,395,000 $ 170,000 $ 1,320,000 $ 905,000