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HomeMy WebLinkAboutDepartment of Innovation and Technology 2016 Annual Report o�Tx ee 0°'.1�1�7 �o� CITY OF SOUTH BEND r';;. -' �' INNOVATION AND TECHNOLOGY Filed in Clerk's Office 2016 Annual Report MAY 17 2017 DEPARTMENT OF INNOVATION AND TECHNOLOGY KAREEMAH FOWLER CITY CLERK,SOUTH BEND,IN Chief Innovation Officer Santiago Garces Chief Technology Officer Daniel O'Connor Director of Services Shawn Delahanty Director of Infrastructure Michael Sniadecki Director of Applications Rene Casiano Director of 311 Cynthia Simmons Director of Business Analytics Danielle Fulmer Introduction In 2016 the Department of Innovation and Technology was formally enshrined into the South Bend Municipal Code enabling the Department to make City services more efficient and effective by aligning systems, processes, and people. In 2016 we improved the foundations of our internal operations, we empowered our local partners, and gained national recognition in civic innovation. Information Technologies Information technologies is comprised of the Services, Infrastructure, and Applications divisions.They plan, procure, operate, and support all systems in the City. 2016 was a year for consolidating disparate assets and personnel. This consolidation has allowed the City to save over$1 million dollars per year in professional services, while accomplishing several key goals of the 2013 IT Strategic Plan. Services Division Summary The Services Division oversees budgeting, procuring, and managing the service requests and incidents for our users.The division is comprised of a Director, a Manager, and a Specialist that is currently located at the Police Department. Accomplishments • Outsourced Tier 1 Help Desk which used to occupy 5.5 FTEs costing the City$377,000 in salaries and benefits, and now costs $90,000 per year or$9.37 per workstation per month. The last department to be onboarded, Police, will be on Tier 1 by the end of Q12017. For more detailed information, please see Appendix A. �utr a CITY OF SOUTH BEND INNOVATION AND TECHNOLOGY • Standardized procurement of solutions: established refresh cycles for infrastructure and services and negotiated agreements to reflect refresh cycles saving over$245,418 per year. (IT Strategic Plan) • Leveraged *-as-a-Service to help position the City for a "cloud-first" strategy, using operating funds instead of capital expenditures to guarantee regular hardware refresh and security enhancements. Hybrid management (City's VM server environment) and fully hosted (Selectron IVR for utility payments) models have been applied, depending on need. • Leveraged quantity purchasing agreements (QPAs) where multiple governmental entities jointly negotiate pricing from vendors. Examples of savings include over$52,000 annually for Microsoft Office 365, as well as savings in leasing 150 computers and laptops from HP • Led the migration of SunGard Naviline, the City's Enterprise Resource Management (ERP) system from on-site, to be hosted in the cloud. The new pricing covers hosting, hardware usage, service delivery and licensing for less cost than the previous on premise licensing.The new hosting agreement avoids $100,000 capital expense for replacing mainframe hardware, while allowing the City to cancel services mid-contract as new solutions replace legacy ERP functions. • CTO created project management methodology for the PSAP consolidation, enabling collaboration between multiple stakeholders and achieving key milestones—collocation, preparation of South Bend public safety two-way radios. • Business Analyst provided analytical support for the PSAP • Applications provided support in GIS work to enable migration to new system Infrastructure Summary The Infrastructure Division oversees planning and maintaining all technology infrastructure including all servers, network devices, wireless network devices, and security; ensuring availability, capacity, and continuity.The Infrastructure Division is comprised of a Director, a Manager, and a Specialist. Accomplishments • Michael Sniadecki was hired as Director of Infrastructure to run and oversee Infrastructure team and environment • Successfully migrated all VMware and physical servers from CCB server room to cloud environments &data center that are more reliable and less expensive to operate, where capacity can be scaled to fit our needs with short notice 0 90% reduction of our onsite server room footprint resulting in an increase of personnel space o COSB, including SBPD and WWTP, has roughly 110 servers • Upgrade of all Microsoft 2003 servers to a minimum of Microsoft 2008 server edition • Worked with Application team to build a one central SQL server. Migrated various SQL servers into this new SQL server. • The reconfiguration and optimization of Laserfiche to a new, updated server, with a separate centralize storage, application and SQL servers for with added security and functionality • Migrated all COSB data from an aging&slow SAN/HW solution into cloud storage that is more reliable, faster and scalable youTx ee 04 ~° CITY OF SOUTH BEND INNOVATION AND TECHNOLOGY • Consolidation of 2 offsite Drobo (large data storage units), one at Streets department and one at Engineering to a cloud storage solution for more security, ease of access and increase of data transfer • Moved Morris from a single point of failure external hard drives to cloud storage solution • Migrated from an unreliable/slow backup solution to a new solution which we are now backing up 3x times more data and backup jobs are now finishing within minutes versus hours if not days • Enabling of Shadow Copy (quick file restoration) for all home and share drive locations • Setup daily back up of our critical Cisco network switches, routers and ASA firewalls • Migrated network infrastructure to data centric environment that improves reliability and continuity • Upgraded network infrastructure to enable 10 Gb backbone across the core network (IT Strategic Planning) • COSB main network hub is now in off-site data center(Data Reality)that is more redundant but not limited to telecommunications, backup power supplies, network communications connections, environmental controls (e.g., air conditioning, fire suppression) and various security devices • Reduction of city wide fiber use from 48 to 26 strands • Moved many COSB locations on Metronet into rings to improve redundancy/failover • Reducing many single point of failures • Addition of Sophos (anti-virus& malware prevention software) to all critical servers • Deployed free Wi-Fi network in Charles Black and Dr. Martin Luther King Jr. Recreation centers using state-of-the-art wireless access points, providing reliable internet access for study work and recreation for many users • Assisted in the deployment of free Wi-Fi downtown as part of a public-private partnership. • Assisted in the many deployments/migrations such as COSB website, Selectron IVR, SunGard Naviline, PSAP,Tier 1 Help Desk, Kronos, CRM f/311 and others • Renewed our COSB Cisco SMARTNet contracts for three years • Moved from many partners with various end dates to one Cisco partner with a co- terminus end date • Total saving$89,398 • Reduced spending dramatically by using QPA and being less dependent with vendors, consultants, maintenance/support/subscription contracts and others.Went with longer term on several maintenance/support/subscription contracts we need to save money over the long haul • Contracted three Risk Assessments, and started remediation: • IT RISK by ENS • RISC by NSI • AD Risk by MI i 450U9'N 82h0 CITY OF SOUTH BEND INNOVATION AND TECHNOLOGY Applications Summary The Division of Applications oversees architecting, implementing, configuring, integrating, and supporting all software applications and platforms.The Applications Division is comprised of a Director, a Manager of GIS and Data, and three Application Developers. Accomplishments • Accomplished key milestones of the GIS Strategic plan, including the establishment of reliable data infrastructure, integration with other systems, a training program, centralization of management of the platform. We saved $889,000 dollars by insourcing this work. • Supported the development of the Landlord Registration system which enabled 874 landlords and property managers to register 5,100 properties • Established an interface between NaviLine (account management) and ELEMOS (solid waste management) which enabled Solid Waste trucks to verify that a user has an active account before receiving services including extra pick-ups. • Successful implementation of Kronos Time Keeper for City Workforce and planning for implementation of Kronos TeleStaff for the Police Department. The system is projected to save $700,000 and 7,186 hours in errors and processing time.The second phase of the implementation that includes Human Resources and payroll will be implementing in 2017. • Developed internal facing Intranet for City employees, containing all forms and other employee centric content with mobile friendly interface. • Implemented Microsoft Dynamics CRM, which enables a single platform as a service catalog for the City available via 311 or an online portal (coming in 2017). • Created a versioned central code repository for all enterprise scripts and reports. • Wrote 1,118 lines of custom code to automate processes in Code Enforcement 311 Summary The 311 division oversees the customer service center that connects our residents with a single point of contact for all requests and non-emergency incident reporting. Achievement • Cynthia Simmons was reassigned as Director of 311 to oversee the 311 team on a full-time basis effective 2016 • 150,431 calls answered • 311 processed 65,197 email requests and 3368 voicemail messages in 2016 • 311 changed its Customer Relation Management reporting to Microsoft Dynamics • Change in processing incoming calls for Utility payments via IVR resulted in a reduction of over 52% compared to the previous year • Change in processing incoming calls for Solid Waste resulted in a 60% reduction in trash misses and a 20% reduction in yard waste misses. 4ypVT1I BFti CITY OF SOUTH BEND �r <Z INNOVATION AND TECHNOLOGY T��F ;3- • Call volume increased by 8.3% due to Solid Waste's Yard Waste Ordinance which encouraged calls to order yard waste receptacles • Abandoned call rate was reduced from 4.9% in 2015 to 2.2%in 2016 • Average wait time was 35 seconds • Average speed of answer was 35 seconds • Average hold time was reduced to 9.5 seconds in 2016 • 311 continues reporting in NaviLine for the Utility, Elemos for Solid Waste, and CRM for all other partnered departments • Liaisons continue to assist with monitoring and responding to Social Media sites for the City of South Bend • Assigned as Initial single point of contact during City's emergency flood Business Analytics Summary The business analytics unit acts as liaisons between City departments and the rest of the Department of Innovation and Technology team.They identify opportunities for process improvement, assist departments in maximizing the use of technology, and provide analytic and project management support to promote organizational change and continuous improvement. Achievements • This year the Business Analytics team led or contributed to over 30 projects that added capacity across at least ten City departments and divisions • Migrated the Open Data Portal to the ArcGIS platform, saving $37,000/year • Introduced enterprise dashboards for human resources and finance • Conducted analyses to inform decisions and programs, including: lead and copper impact assessment, response time analysis for fire station 9, sewer compact fee change analysis, and post grass enforcement season potential collections analysis • Developed tools to better communicate with our residents, including: revision of forestry notices, development of Smart Streets communications, and redesign of the Police Department's website • Assisted with the design and analysis of internal and external surveys, including: the citywide Employee Climate Survey and analysis of DCI's Neighborhood Surveys • Mapped processes across the city to identify opportunities for improvement and promote transparency with residents, including: grass continuous enforcement, engineering process assessment, and handling of community complaints by the Police department • Provided project and performance management to the Group Violence Intervention (GVI), South Bend's evidence-based, collaborative strategy for reducing gun violence • Trained 21 City of South Bend and partner organization employees on behavioral insights and randomized control trials to create policies and communications that promote cooperative behaviors from residents, and launched two interventions T O4 yoV NB:,`O a CITY OF SOUTH BEND INNOVATION AND TECHNOLOGY 1tla5 • Assisted departments in identifying their service portfolio as part of the Priority Based Budgeting process, and led the development of Knowledge Base Articles for the Service Portal (forthcoming) Innovation Summary In the journey to improve the efficiency and effectiveness of our city government, the Department of Innovation and Technology engages in activities that encourage meaningful participation and access with all residents, as well as leveraging the resources and expertise of academic and industry partners. As South Bend continues to transform into a Smart Citie, we can attract inclusive economic development, and prepare our community for the digital economy. • Secured funding for from Laura and John Arnold Foundation research project with University of Chicago Center for Data Science and Public Policy (DSaPP). • Invited to join national network of leading Chief Data Officers coordinated by Ash Center for Democratic Governance and Innovation at Harvard Kennedy School (HKS). The network (Civic Analytics Network)will collaborates on shared projects that advance the use of data visualization and predictive analytics in solving important urban problems related to economic opportunity, poverty reduction, and addressing the root causes of social problems of equity and opportunity. • Secured funding from Bloomberg Philanthropies for technical assistance from the Center for Government Excellence (GovEx) at Johns Hopkins University and The Behavioural Insights Team. • Established Metro Lab Network's steering committee. CIO named as one of four government representatives (alongside Seattle, Boston and Orlando) • CIO invited to attend at White House Frontiers Conference and White House South by South Lawn • Secured funding for team from South Bend to attend National League of Cities training for "Building Equitable Pathways to Postsecondary &Workforce Success" • Presented South Bend's work at panels at Smart Cities Connect Conference & Expo, Annual Summit on Government Performance & Innovation, and Infocast Smart Cities Conference • Supported continued programming in the Bowman Creek Educational Ecosystem, a partnership that pilots community-engaged, sustainable projects to address real world challenges • Partnered with South Bend Code School to provide educational opportunities in computer and environmental science, including the rebuilding of South Bend's Falcam website and the internship programs stemming from SBCS's programming with JJC • Participated in South Bend Community Schools Corporation Tech Committee to coordinate IT strategy • Coordinated with several universities to pursue multiple research grants directed at improving analytical bandwidth and increasing workforce opportunities �ynU'rll pFy. CITY OF SOUTH BEND r \ INNOVATION AND TECHNOLOGY Appendix A - Tier 1 Help Desk Support Tickets **Please note that statistics are for July 31,2016 through February 28,2017 • For measured months, Help Desk received and handled 1,275 Tier 1 Help Desk tickets • Help Desk SLA first response target has been met 98.7%of the time • 76.7%of tickets have been resolved within the first 15 minutes of reporting • The most common ticket type is Workstation Issues (>50%) TICKETS BY MOST ACTIVE CREATE DAY/TIME TICKETS BY CREATE DAY/TIME OF DAY 40 36 250 35 32 31 30 29 29 28 200 26 26 26 25 25 150 20 15 100 10 50 5 0 0 1Mon 2Tues 3Wed 4Thur SFri 6Sat 75un Mon Wed Thur Tues Wed Mon Tues Fri Wed Thur 09:00 10:00 08:00 09:00 08:00 08:00 08:00 08:DO 09:00 10:00 ■Morning ■Afternoon ■Evening ■Overnight Your busiest ticket hour of the week is Mon 09:00. This chart shows you the time of day that you have (microlntegration gets the most tickets from all clients at Fri submitted tickets for each day of the week. 10:00) How did the ticket performance vary for your employees? TICKETS BY ISSUE TYPE(GROUPED BY CLIENT EMPLOYEE) Terri Swift Sue Gerlach Brenda Hall Kathy Eli Mary Wisniewski Eva Ennis Kyle Shuppert Cecil Eastman Ayoka Paek Emily leyes Kristine Skoglund Matt Esau Joseph Molnar Karina Carmona Cynthia Simmons Shawn Delahanty 0 5 10 15 20 25 30 35 ■(blank) ■Data Center ■Administration ■Server ■Networking ■Workstation ■Contracts&Billing What types of tickets are being submitted by your employees? *Graphs show a sampling of the past 6 months yOUTN 4! CITY OF SOUTH BEND % a INNOVATION AND TECHNOLOGY Appendix B — Usage Statistics for Free Wireless Deployments (Downtown, Charles Black Center, and Martin Luther King Jr.) Downtown usage statistics: 499 users with 979 sessions (connections to the network), accessing 6.5 TB of data Reporting Period:111716 1200 AM to 12/31116 12:00 AM Client Session Summary M_ ® M. M. Lightweight 979 499 308 0 0 499 308 312 Total 979 499 308 0 0 499 308 312 Client Device Summary Average Sessions per Average Number of 1 Devi � �� Lightwelght 1 308.0 979.0 26 11.85 37.65 Total 1 308.0 979.0 26 1185 37.65 Client Traffic Summary Av'�.ge Total rTime Average Time per Session(Minutes) Llghtweight 363.6 2228 70.83 6449.51 6.59 20.94 146.60 Total 3636 22.28 70.83 6449.51 6.59 20.94 146.6 Charles Black Center usage statistics: Summary report for network 'COSB-CB' 1 May 23 2016 through Nov ri.!FFI> , 00 252016 meraKI • Distinct clients: 711 (Daily average: 19) • Data transferred: Total: 365.8 GB 319.86 GB T 45.94 GB) Summary report for network 'COSB-CB' Nov 26 2016 through Dec 312016 meraKI • Distinct clients: 196 (Daily average: 17) • Data transferred: Total: 111.02 GB (1 101.37 GB T 9.64 GB) OfyOUTry B!`ry0 CITY OF SOUTH BEND INNOVATION AND TECHNOLOGY Martin Luther King Jr. Center Summary report for network 'COSB_MLK' May 23 2016 through Nov 24 2016 • Distinct clients: 945 (Daily average: 22) • Data transferred: Total: 1 .19 TB 1 .11 TB T 77.88 GB) Summary report for network 'COSB_M LK' Nov 25 2016 through I� Dec 312016 • Distinct clients: 161 (Daily average: 14) • Data transferred: Total: 173.75 GB (1 163.17 GB T 10.58 GB) I I