The mission of the Innovation and Technology Department is to work collaboratively with other departments and organizations
to improve the quality of life in the City through economic development; achieve innovative, practical, and reliable
solutions to City problems, optimize processes through information technology leadership and professional services;
and provide an exciting, challenging, and rewarding environment where team members derive satisfaction from challenging assignments, continued professional growth,
personal accomplishments, and the success of City of Riverside departments in meeting their operational and
INNOVATION AND TECHNOLOGY DEPARTMENT
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DEPARTMENT OVERVIEW SERVICES PROVIDED The Innovation and Technology Department is a full service technology department providing the following services: network support, server and datacenter operations, applications, help desk, desktop, cybersecurity, geographic information systems, and project management. The Department strives to work collaboratively with other departments and organizations to improve the quality of life in the City through economic development; achieve innovative, practical, and reliable solutions to city problems; and optimize processes through information technology leadership and professional services.
Information technology plays an ever-increasing role in helping the City deliver services. It enables increased productivity, around-the-clock operation, and improved relationships with residents, businesses, organizations and visitors. One of the primary roles of the Innovation and Technology Department is to guide the use of technology for the City. IT listens to the business and operational needs of departments and makes recommendations that fit into a common framework that will benefit the whole.
The Innovation and Technology Departments is embracing technology at a rapid pace as we pursue our goal to establish the City of Riverside as an internationally recognized center for innovation. The IT Department has aligned with other city Departments to make this a reality. Here are just a few examples of the Citys innovative programs:
The City has a 24 x 7 virtual city hall whereby almost any service that can be offered in person is also available online at Riversideca.Gov. Also, a web site called EngageRiverside.com was created to promote information accessibility and civic collaboration, making it easier to citizens to access important government information, learn about how our government works, and get involved in the process. OnEngageRiverside.com, site visitors also have access to the Citys open data portal, where raw data from various internal systems is regularly published to the site. Open data has the potential to crowd source creativity, allowing outside software developers to develop new insights, services, and products for the betterment of society. The City has also implemented leading-edge mobile applications, such as Explore Riverside, a visitor and tourist friendly app, 311 Riverside, an app that encourages the reporting of issues such as graffiti and potholes, and Riverside Tour Guide, a fun and technically advanced way to explore the monuments along Main Street. IT has championed additional resident services including free wireless at libraries and various community centers; video security in numerous parks, intersections, and facilities; an advanced 311 system for citizen reporting and inquiries; a Reverse 911 solution to notify citizens about power outages and emergencies; and an advanced Traffic Management Center to monitor bottlenecks in real-time, to name a few. Riverside has become a nationwide leader in innovation. The Citys IT department has won numerous awards, published national articles, and regularly speak to groups nationwide, bringing positive attention to the City and its incredibly innovative programs.
BUSINESS GOALS The Departments Business Goals are:
Provide a secure, reliable technology infrastructure to our 2300+ end users Improve cyber security and internal controls Begin work on a citywide Comprehensive Continuity of Operations Plan (COOP) Modernize the Citys Geographic Information Systems (GIS) Advocate for residents/businesses to attain faster internet access options Expand EngageRiverside.com with new features, open data sets, and dashboards Continue to narrow the digital divide and empower the community through technology and
education Complete projects on time within budget using the Project Management Institutes (PMI) best
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DEPARTMENT DIVISIONS AND SECTIONS The Innovation and Technology Department includes the following Divisions and Sections:
Administration: The Administration Division is responsible for managing the Innovation and Technology Department operations. This includes providing departments with innovative solutions to improve economic development and/or departmental efficiencies. This team establishes long-term strategic technology direction, facilitates project ranking through the Executive Leadership Team (ELT), oversees all approved projects, releases requests for proposals (RFPs), evaluates proposals, manages the departmental budget, establishes policies and procedures, sets customer service standards, and seeks ways to bring positive attention to the City of Riversides innovative initiatives.
Network: The Network Division is responsible for management of the City's local and municipal area networks, including copper, fiber, and wireless; video surveillance; and telecommunication services. The group also assures adequate security measures are in place to protect the City's network from unauthorized access.
Operations: The Operations Division is responsible for system administration, storage administration, and operation services, including email. The Division focuses on system design, disaster preparedness, conformance to standards, and maximizing system performance.
Applications: The Applications Division is responsible for support of enterprise applications and systems, web and mobile development, integration of new commercial-off-the-shelf (COTS) solutions, maintenance and upgrade of existing systems, and establishment and maintenance of software standards. The team is comprised of staff experienced in the development of complex computer systems, software and database architectures, internet and mobile technologies, implementation methodologies, business system process design and review, and analysis and integration. The Applications Division provides expert knowledge of the Citys operating environment, core applications, operating systems, databases and support systems.
Client Services: The Client Services Division is responsible for help desk and desktop services. The help desk receives incident and service calls, tracks and routes the calls to appropriate IT staff for timely resolution. The group installs and supports desktop and laptop computers and standard desktop applications, such as Microsoft Office and Outlook.
Cybersecurity: The Cybersecurity Division is responsible for architecting, designing, implementing and maintaining citywide information security programs based on industry and regulatory standards. The Division manages staff security awareness training, technical security controls, auditing and monitoring systems. The Division also advises IT, the City, and the community on technology and business operational security compliance and best practice.
Geographic Information Systems: The Geographic Information Systems (GIS) Division is responsible for GIS layer maintenance and inventory, support of enterprise GIS systems, selection leadership and integration of new GIS solutions, maintenance and upgrade of existing systems, architectures, software and GIS database standards, and GIS services development. GIS Division staff develop and maintain GIS data, tools, models, metadata and support for spatial and web applications. They customize spatial data for map based web applications, generate data layers, provide cartographic output, distribute GIS related software and licensing, conduct training, and centrally store and manage GIS data. Project Management: The Project Management Division is responsible for creating a foundation for consistent project success through the development of a strong and pervasive project management discipline. This divisions responsibilities include: standardizing project management methodologies, building a project management culture and maturity, improving internal and external communication; building a project information system that tracks project status, budget, and resource allocations; and
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monitoring compliance in delivering successful technology projects through best practices in project management.
Objectives Status Financial and Operational Challenges to Implement Objective
1. Improve CybersecurityDefenses to Protectcitywide Infrastructure.
The IT Department installed new tools which will improve cyber security defenses, further enhance the city's communication networks, and reduce downtime due to viruses.
Network attacks have become significantly more advanced. Obtaining funding for additional security resources continues to be a challenge.
2. Create a citywideComprehensiveContinuity of OperationsPlan (COOP)
Staff conducted a project kickoff with all city departments. IT staff created a form on The Hive to track COOP planning documents, allowing departments to define critical business processes and create manual instructions each function.
Complexity of plan implementation. Obtaining funding for COOP and hardware and software licenses needed to implement disaster recovery (DR) upgrades anticipated because of the plan.
3. Modernize the City'sGeographic InformationSystems (GIS)
A high-level assessment of the resources needed to move off of the old CADME system has been completed.
Obtaining funding for the final phase of replacing the Citys legacy GIS solution CADME.
4. Advocate forResidents/Businesses toAttain Faster InternetAccess Options
Staff completed a Request for Proposal (RFP) for a citywide Wi-Fi enhancement project, which would provide 123 upgraded or new hotspots for both staff and public access.
Obtaining funding for the Citys network refresh and cybersecurity tools.
5. ExpandEngageRiverside.comwith New Features andOpen Data Sets
IT and the City Clerk's Office completed the implementation of the new Riverside Public Records Portal for automated public record request routing. Expanded the "Share Your Ideas" section on EngageRiverside.com to incorporate "Prosecution and Crime Reduction Program" and "Biennial Budget." Published Riverside 2.0 strategies on Engageriverside.com.
Obtaining funding for needed infrastructure and system upgrades.
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ORGANIZATIONAL CHART AND PERSONNEL SUMMARY
CHART 11 INNOVATION AND TECHNOLOGY ORGANIZATION CHART 14.00 Total FTE for FY 2016/17 and FY 2017/2018
TABLE 72 INNOVATION AND TECHNOLOGY PERSONNEL SUMMARY/AUTHORIZED POSITIONS BY DIVISION
General Fund Authorized
FY2017/18 Administration 9.00 9.00 16.00 6.00 6.00
Network - - - 1.00 1.00
Operations - - - 2.00 2.00
Applications - - - 1.00 1.00
Client Services - - - 1.00 1.00
Cybersecurity - - - 1.00 1.00
Geographic Information Services - - - 1.00 1.00
Project Management - - - 1.00 1.00
General Fund Total 9.00 9.00 16.00 14.00 14.00
Innovation and Technology - - - - -
Other Funds Total - - - - -
All Fund Total 9.00 9.00 16.00 6.00 6.00
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BUDGET OVERVIEW The Departments total operating budget recommended/adopted FY 2016/17 Budget is $10.7 million and FY 2017/18 is $10.9 million. The Personnel Budget in FY 2016/17 is 62.6 percent of the Departments total budget and in FY 2017/18 it comprises 64.2 percent of the total budget. The Non-Personnel Budget accounts for 39.3 percent and 38.5 percent in FY 2016/17 and FY 2017/18 respectively.
The Personnel Budget for FY 2016/17 is $6.8 million for 14 FTEs and $7.0 million in FY 2017/18 for 14 FTEs. Total FTEs include full-time positions and may also include part-time, seasonal, temporary positions and may also reflect workforce charged to or from other departments or funds.
The Non-Personnel Budget for FY 2016/17 is $4.2 million and FY 2017/18 is $4.2 million. The changes to both the personnel and non-personnel budgets are due primarily to permanently hiring staff that previously provide services as an outsourced function for IT.
KEY CHANGES IN THE DEPARTMENT BUDGET
TABLE 73 INNOVATION AND TECHNOLOGY KEY CHANGES IN BASELINE BUDGET (BEFORE BALANCING MEASURES)
FY 2015/1629 versus FY 2016/17 and FY 2016/17 versus FY 2017/18
FUND AND DIVISION FTE CHANGES (count) BUDGET CHANGES
(dollars) BUDGET CHANGES
FY 2015/16 vs.
FY 2016/17 vs.
FY 2015/16 vs. FY 2016/17
FY 2016/17 vs.
FY 2015/16 vs.
FY 2016/17 vs.
Administration (10.00) 0.00 ($10,299,044) ($21,846) -93.2% -2.9%
Applications 1.00 0.00 $3,818,611 $131,940 N/A 3.5%
Network 1.00 0.00 $930,116 $35,861 N/A 3.9%
Client Services 1.00 0.00 $379,687 ($117,292) N/A -30.9%
Cybersecurity 1.00 0.00 $705,971 $80,735 N/A 11.4%
Geographic Information Systems 1.00 0.00 $811,390 $29,852 N/A 3.7%
Operations 2.00 0.00 $3,115,591 $77,580 N/A 2.5%
Project Management 1.00 0.00 $196,865 $3,662 N/A 1.9%
General Fund Change Total (2.00) 0.00 ($340,813) $220,492 -3.1% 2.1%
Other Funds Innovation and Technology - - - - - -
Other Fund Change Total - - - - - -
Grand Total (2.00) 0.00 ($340,813) $220,492 -3.1% 2.1%
29 (Personnel and Non-Personnel only), FY 15/16 includes carryover amounts.
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KEY CHANGES IN THE DEPARTMENT BUDGET
TABLE 74 INNOVATION AND TECHNOLOGY BUDGET REDUCTIONS
Budget Reductions Impacts and how the Department plans to achieve the reductions Reduction
1. Leave vacant positions open. Delay or eliminate recruiting vacant positions Will impact services and projects citywide. . $150,000
2. Eliminate Software/maintenance agreements
Discontinue some software/maintenance agreements. No impact because discontinuing legacy maintenance due to the retire of decommissioned systems being retired at an accelerated pace
Managed Savings Total $350,000...