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AGENDA ITEM
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: ANN GRAF GAYNOR, INFORMATION SERVICES MANAGER
VIA: RICK COLE, CITY MANAGER -C-
RE:
ANAGER2CRE: INFORMATION SERVICES PLAN
RECOMMENDATION
It is recommended that the City Council adopt the attached Information Services Plan. To be
considered a dynamic working document which will be reviewed and modified annually, and
brought to Council.
BACKGROUND
As the City launches into the new millennium, technology plays an ever-increasing role. The
phenomenon of real-time and universal information access is altering the work place, the
lifestyles of our community, and their expectation of government. Recognizing the strategic
importance of information technology, the City has embraced and supports it investment in
technology by supporting Information Services and its goals.
This document provides an overview of all Information Services functions performed in the City.
It reviews the long range goals, determines the steps to accomplish the recommended
Information Services related activities and the implementation of key City wide and
departmental systems. It also serves as a tool for budget purposes.
FISCAL IMPACT
There is no fiscal impact as a result of the adoption of this strategic plan. However, approval of
the strategic plan will govern how information technology budgets for future years will be
prioritized and spent.
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Information Services
Master Plan
City of Azusa Information Services Plan
Table of Contents
1 INTRODUCTION AND EXECUTIVE SUMMARY 1
1.1 BACKGROUND 1
1.2 PURPOSE 1
1.3 METHODOLOGY 2
1.4 EXECUTIVE SUMMARY 2
2 CURRENT INFORMATION SERVICES 3
2.1 NETWORK INFRASTRUCTURE 3
2.2 CITY STANDARD PC APPLICATIONS 3
2.3 PERSONAL COMPUTERS AND PRINTERS 3
2.4 COMPUTER TRAINING 3
2.5 NETWORKING OFF-SITE LOCATIONS 4
2.6 CITY INTERNET AND INTRANET WEB SITE 4
2.7 INTERNET ACCESS 5
2.8 FINANCIAL MANAGEMENT SYSTEM 5
2.9 COMMUNITY DEVELOPMENT BUILDING PERMITS SYSTEM 6
2.10 POLICE SYSTEMS 6
2.11 GEOGRAPHIC INFORMATION SYSTEMS(GIS) 7
2.12 PROJECTS CURRENTLY IN PROGRESS 7
3 PRINCIPLES 8
3.1 INFORMATION SERVICES ORGANIZATIONAL GUIDELINES 8
3.2 IS MANAGER APPROVAL 8
4 ONGOING AND FUTURE 9
4. 1 APPLICATIONS PORTFOLIO 9
4.11 GEOGRAPHIC INFORMATION SYSTEMS 9
4.12 DOCUMENT IMAGING/ELECTRONIC RECORDS MANAGEMENT 9
4.13 ELECTRONIC FORMS AND TEMPLATES 10
4.14 WEB SITE AND E-GOV 10
4.15 INFRASTRUCTURE AND REPLACEMENTS 10
4.16 TRAINING ROOM AND TRAINING PROGRAMS 10
4.17 DIGITAL DIVIDE 10
4.18 LIBRARY MIGRATION TO CLIENT SERVER 10
4.19 POLICE DEPARTMENT WIRELESS 10
4.14 TELEWORKS-AZUSA ANYTIME 10
5 CENTRALIZATION/DISTRIBUTION ASPECTS 13
6 ORGANIZATIONAL IMPACT 14
6.1 OBJECTIVES OF INFORMATION SERVICES 14
6.2 INFORMATION SERVICES RESPONSIBILITIES 14
6.3 DEPARTMENTAL RESPONSIBILITIES 14
6.4 CITY-WIDE COMMITTEES 14
6.5 INFORMATION SERVICES STAFFING 15
6.6 ORGANIZATIONAL EXPECTATIONS 16
City of Azusa Information Services Plan
6.7 CUSTOMER SATISFACTION SURVEY 16
6.8 ORGANIZATIONAL STRUCTURE 16
6.9 WHAT DOES NETWORK"DOWN TIME"MEAN TO THE ORGANIZATION 16
7 POLICIES 17
8 BUDGETARY IMPLICATION 18
8.1 INTERNAL SERVICE-INFORMATION SERVICES 18
9 ACTION PLAN 19
9.1 PRIORITIES FOR FISCAL YEAR 2001-2002 19
9.2 PRIORITIES FOR FISCAL YEAR 2002-2003 19
9.3 PRIORITIES FOR FISCAL YEAR 2003-2004 19
10 PROCEDURES FOR PLANNING AND DEVELOPMENT 20
11 APPENDICES 21
11.1 CITY-WIDE PC AND PRINTER INVENTORY 22
11.2 NETWORK INFRASTRUCTURE TECHNOLOGY ENVIRONMENT 25
11.3 SERVERS ON THE CITY WIDE NETWORK 26
11.4 CITYWIDE NETWORK INFRASTRUCTURE DIAGRAM 28
11.5 CITYWIDE FIBER NETWORK CONNECTIVITY DIAGRAM 30
11.6 CITY OF AZUSA WEB SITE MAP 31
11.7 CITY OF AZUSA WEB SITE STATISTICS 31
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City of Azusa Information Services Plan
1 Introduction and Executive Summary
This document consists of three components. The first part describes and analyzes the
current information systems situation and derives purpose and methodologies. The
second part lists the application portfolio, sets priorities and distinguishes between
centralized and distributed applications. The third part discusses the implications of
these applications on the organization in terms of organizational structure of IS related
bodies, training and budgeting.
1.1 Background
As the City launches into the new millennium, technology plays an ever-increasing role
in our workspace. The phenomenon of real-time and universal information access is
altering the work place, the lifestyles of our community, and their expectation of
government. Recognizing the strategic importance of information technology, the City
has embraced and supports its investment in technology by support of Information
Services and their goals. The creation of this document is to overview all Information
Services functions performed in the City, where necessary perform an audit, review the
long range goals, determine the steps to accomplish the recommended IS related
activities and the implementation of key City wide and departmental systems.
City-wide Applications
• City-wide Network Infrastructure
• Bi-Tech Financial Management Systems
• GroupWise 6.0 internal and external e-mail
• Internet Resources
• WEB
• GIS
• Training
• Document Standardization/Templates
Departmental Applications
• Police
• HDL Business License System
• HDL Building Permits System
• Inlex DRA Library and related Systems
1.2 Purpose
This document presents the IS Master Plan for 2001-2003. From the prior challenges of
preparing for the year 2000, to the various projects ahead, this plan charts the road map
for IS related efforts and serves to do the following:
• Refresh the information services vision for the organization
• Align IS planning activity with City and department objectives
• Provide technology solutions to other Departments and take the lead in
accomplishing these goals
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City of Azusa Information Services Plan
• Focus on maximizing our information systems investment
• Prepare the resources required for the implementation of these goals
• Ensure consistent and managed development of information technology throughout
the organization
1.3 Methodology
• Annually IS related budget requests reviewed by IS Manager
• Annual Interviews with departments
• Feedback and modifications as necessary based on City Manager & Department
Head meetings
• Clarify goals are in line with other departments goals
1.4 Executive Summary
Information Services is now an accepted strategic function in the organization, helping
successfully deliver the City's technological goals and objectives. Using information
technology, the IS division has catalyzed organizational change over the past three
years. The success of this effort can be gauged by how these systems are viewed as
positive "mission-critical" tools in the organization, and how users increasingly rely on
them in their day-to-day operations.
The City has made a firm commitment to technology, and a successful transition to the
digital age in a planned and sustainable manner. In order to reap the rewards of our
information technology investments, we must bring about quality business process
improvements and enhance customer and community service via technology. This
needs to be brought about in the context of the availability of adequate resources and
vision in the organization.
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City of Azusa Information Services Plan
2 Current Information Services
2.1 Network Infrastructure
The Citywide network is the foundation of IS strategy and information access in the
organization. Along with the apparent advantages of email, scheduling and secured
access to any system in the City, this infrastructure forms a bridge to the various
"islands of information" that previously existed in states of physical isolation. The
network now provides universal connectivity to all information resources in the
organization and to the Internet.
We presently have over 164 users on our network and 75 on the Police Department
network. The network infrastructure is now regarded "mission critical" and of strategic
importance to the organization. Citywide sharing of files and applications, email and
Intranet/Internet access have rapidly enhanced organization wide communication and
information sharing.
2.2 City Standard PC Applications
Previously a decision was made to standardize all desktop software. Currently there is
standardized desktop software, word processors, spreadsheets and databases across
the organization. Basic achievements, like establishing software and hardware
standards, go a long way in enabling the organization to manage its overall cost of
ownership of systems by consolidating and lowering costs related to licensing,
installation, training and support. The biggest drawback now with the advent of the
Internet and e-mail on virtually every desktop, is that the software we chose to
standardize on is not considered the "industry standard". The City must address this by
diversifying this standard, and working with individual divisions to ensure they each have
the tools they need. One goal in 2001 is to migrate all users to a standard Microsoft
integrated desktop suite of applications.
2.3 Personal Computers and Printers
There are currently, 164 PC's, 8 dumb terminals, and 34 printers in the City. At PD 75
PC's and 28 printers on the network. Given the high total cost of ownership (TCO) and
the rapid obsolescence of the PC's, replacements were initially planned over a 3-year
life cycle. By relocating PC's and printers across departments/users as we procure new
systems, we have been able to achieve optimal usage of the equipment and extend the
life of the PC's to 4 years in most cases. Thus on an average one fourth of City PC's
need to be replaced every year to in order to keep performance and reliability to a
minimum standard. All PC procurements are now determined by IS and are purchased
off authorized state contracts (CMAS) directly from the manufacturer.
Distribution of PC's and terminals by department and type is presented in the appendix.
2.4 Computer Training
Without training, even simple technology can sometimes overwhelm users. Therefore,
all users need to be provided with ongoing, on-site, computer software and hardware
training to familiarize them with existing and new technology. Standardization of
software also eases training and learning curve. Ongoing training is critical in the
acceptance, ease of implementation, and success of projects.
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City of Azusa Information Services Plan
In the year 2000 a training room with 10 P.C.'s was established. This has allowed the
city to achieve the goal of ongoing training.
2.5 Networking off-site locations
Along with networking departments within City Hall, Police and Utilities, PCs at all off-
site locations have been connected to the network via fiber optic cabling. The
networking of our off-site locations has already resulted in greater information sharing
and quicker communications to sites outside the main campus of City Hall. This also
provides a single source for e-mail and Internet access. The following locations are
cabled and networked:
• Recreation
• Light & Water
• Police Department
• Library
• Library Auditorium
• Transportation
• Senior Center
• Head Start
• City Yard
• Gladstone Yard
• Council Chambers
• Future Site potential connectivity to community organizations
2.6 City Internet and Intranet Web Site
The increasing momentum of the Internet quickly shifted the model of information
distribution to the public. The City's Internet presence was desired to provide a portal for
the community to city and other resources. The vision for the City Web Site is to
provide information to the community, and to enhance customer service through
technology.
The City has had a WEB presence since 1996. In January 2000 the City of Azusa
debuted a new WEB Presence, a portal of information for the citizens of Azusa. This is
hosted by Earnest & Allen who also developed the WEB site under the direction and
guidance of the WEB committee.
The City web site is divided into departmental sub-webs with content being developed
continually by departmental "web-authors." The "webmaster" in IS updates and
publishes the external web site.
Analysis of statistical information of our site allows us to focus on developing web
strategies to capitalize on the strengths of our site according to these statistics.
The City hosts internally an Intranet site. This sites focus is to provide information and
communication to City Employees. The City's Intranet continues to grow as well,
providing City employees access to internal City information, from the employee
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City of Azusa Information Services Plan
handbook, to computer tips, to frequently asked questions and departmental monthly
financial reports.
2.7 Internet Access
As businesses, residents and other government agencies began communicating and
sharing information via the Internet and the World Wide Web (WWW), a need to
provide Internet access for key employees was necessitated. The City provides Internet
access to all desktops via cable modem.
Currently, all desktops have Internet access. The necessary steps have been taken to
ensure that Internet usage does not create problems in the organization. Internet
activity is logged for on-demand reporting purposes. A team Internet box that acts as a
firewall establishes security of our network from the Internet.
Today, employees access the Internet to research data, gain real-time access to
government-specific databases, and communicate to other municipalities and vendors.
Although not readily quantifiable, the Internet has helped tremendously in the daily
business processes of our employees.
2.8 Financial Management System
Implementation of the core financial system was completed at the end of 1999 as a
result of need since the previous system was not Y2K compliant and technical support
for the product could not be relied upon. The implementation of the Bi-Tech Financial
System was driven with the following objectives in mind:
• To enhance financial management reporting & budgeting
• Provide accessibility to financial information in a networked environment
• Fortify a mission critical application with year 2000 technology and hardware
• Secure a full support relationship with a strong government solution vendor
The implementation process was successful and the following modules were
implemented and went live in July 1999, and December 1999.
• Payroll • Stores Inventory
• Budgeting • Cash Receipts
• General Ledger • Purchasing
• Accounts Payable • Human Resources
Finance staff worked exceptionally hard in making this project a reality. The system has
empowered City staff with state-of-the-art financial applications.
Additionally, with the advent of decentralized Purchase Requisitions, approvals and
stores inventory requisitions; the organization has benefited from processing beyond the
walls of the Finance department. More than 35 non-Finance staff has been trained on
how to use the system. It has paid great dividends, providing more streamlined
processes.
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City of Azusa Information Services Plan
2.9 Community Development Building Permits System
The migration from the DOS Permits system to the Windows-based HDL Permits
system was completed in early 2000. As part of the migration plan, the new Permits
application resides on a citywide server, avoiding the need for an independent server for
this application, reducing the cost of ownership. The migration of this system was
frustrating experience due to repeated issues with network speed.
Business Licensing Software provided by HDL has been running since 1996.
There are several databases that contain Community Development information. These
are currently in Q&A, an antiquated database product that is no longer supported, a
migration to an ODBC compliant relational database is necessary.
2.10 Police Systems
Core information services that are unique to the Police Department are considered to
be:
• Computer Aided Dispatch System (CAD)
• Records Management System (RMS)
• Law enforcement telecommunications systems
• California Law Enforcement Telecommunication System (CLETS)
• Justice Data Interface Controller (JDIC)
A significant change has been made in each of these areas or is planned for the coming
fiscal year.
2.10.1 Records Management System (RMS)
Lucent Palladium system stores police call records, incident data and reports.
2.10.2 Computer Aided Dispatch System (CAD)
Lucent Public Safety Software tracks the location of officers, registration of citizens for
PD services.
2.10.3 California Law Enforcement Telecommunications System (CLETS) and
Justice Data Interface Controller(JDIC)
These are State and County systems that contain driver and criminal history. These can
be accessed as part of dispatch call center or via the PD network. Eventually they will
both be linked via remote access laptops in police vehicles.
2.10.4 Field Reporting System
This is an Access database that stores field reports. These can be written either at their
desk or in police units on their laptop. Currently these are downloaded and manually
synced; eventual wireless access to the database is the goal.
2.10.5 Photo Database
Photo database by EPIC solutions of San Diego developed in visual basic and C++.,
stores photos of arrested and detained persons.
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City of Azusa Information Services Plan
2.11 Geographic Information Systems (GIS)
The approval of a fulltime GIS Specialist in FY 2000-2001 gave the GIS program a
much-needed resource to make this program a success. With the involvement of the
Engineering Technician prior to this staffing level, the program has made great strides to
the serve the City in several strategic ways. Following are the current data layers
available:
• Base parcel map from assessor data
• Existing land use
• General Plan
• Zoning
• Street names
• Thomas Brothers centerline tie data
• City Boundary Unincorporated
• Census tracts
• Parks
• Schools
• Trees
• Neighborhood improvement Zones I & 2
• Voting Precincts
An Interdepartmental GIS standards committee makes decisions regarding GIS data
and related standards. A standards document is in process, and will be available 2001.
2.12 Projects Currently in Progress
Listed below are projects that are presently in various stages of planning or
implementation:
• GIS —WEB Deployment of data
• GIS Ortho-photography
• Finance — Integration with Utilities for reporting
• Document standardization templates etc
• Training Room and Program
• Tele-works —Azusa Anytime
• Identify and implement support efficiency strategies
• Migration of Corel Desktop to Microsoft Desktop
• Implementation of a Help Desk support system
• Migration of Corel Desktop to Microsoft Desktop at both City campus and Police
Department
• Migration to a help desk system
• Overview of phone system and modification as necessary
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City of Azusa Information Services Plan
3 Principles
In attempting to maximize our IS investment, there is a need to continue to emphasize
the critical success factors. They serve as guiding principles in evaluating and
implementing solutions:
3.1 Information Services Organizational Guidelines
• Adopt industry standards; promote compatibility and uniformity of hardware and
software.
• Minimize data duplication and number of supported products.
• Integration of existing products, where possible, to minimize redundancy.
• Sharing of resources.
• Equipment to be used interchangeably across departments.
• Provide user training on supported products.
• High security and reliability standards.
• Pursue "off-the-shelf" solutions rather than expensive in-house software
development. Solutions to be vendor supported.
• Implement "leading edge", not "bleeding edge" technology - new technologies and
upgrades to be evaluated carefully; avoid untested products.
• Total cost of ownership (TCO) to be considered when evaluating projects. This not
only takes into account the up-front costs of hardware and software but the soft
costs in implementing and managing it.
3.2 IS Manager Approval
As is the current policy, all IS related purchases are approved by the IS Manager. This
will continue to facilitate a cohesive and planned deployment of information technology
and where possible, integrate with existing systems and technologies in the
organization.
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City of Azusa Information Services Plan
4 Ongoing and Future
4.1 Applications Portfolio
• Geographic Information Systems
• Document Imaging / Electronic Records Management
• Electronic Forms and templates
• Infrastructure PC upgrades and replacements
• Training Room and training program implementation
• Digital Divide Effort
• Inlex Library Systems migration to Client Server
• PD wireless access to all systems
• Teleworks —Azusa Anytime
4.11 Geographic Information Systems
A well-implemented GIS program has the potential to serve the point of convergence for
all address based databases and systems in the organization. This is a key enabling
milestone in the development and integration of various land based applications in the
City with GIS such as:
• Business Licenses
• Utility Billing System
• Police Records Management System
• Community Development Building Permits System
• Tree inventory/management system
Several GIS projects are planned such as:
• Integration of Utility engineering
• Notification radius maps
• Police Crime statistics mapping
• Continued data additions and improvements
• Integration with several other software systems and databases
• Continued mapping and custom GIS application efforts
• Staff training in other departments
• Intranet/Internet GIS applications
This program has a strategic citywide impact. It is a key organizational initiative that has
a high potential for transforming raw operational / transactional data into tactical and
strategic decision making information content for departments, management and the
community.
4.12 Document Imaging/Electronic Records Management
This project is budgeted for in FY 2002-2005. In 2000, IS refined a records retention
policy and began evaluating potential solutions. This project will go out to bid in 2002 in
a minimum of 2 phases, the first being a point forward approach to document imaging
for City Clerk, Community Development and Finance, the second being for conversion
of archival documents over a reasonable period of time.
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City of Azusa Information Services Plan
While the first phase of the project will serve the City Clerk, Community Development
and Finance needs, subsequent phases as proposed will accommodate other
departments that have a need for document imaging and electronic records
management.
4.13 Electronic Forms and Templates
GroupWise is our citywide e-mail and messaging platform. This platform is not limited
to being an e-mail system, but offers rich electronic forms, routing, and collaborative and
groupware tools. With this platform already in place in the City, building electronic forms
on this platform is the next logical step.
As many documents and forms travel through our workspace each day, the ability to
automate the processes would not only free up cluttered desk space, but would improve
efficiency in the organization. By building simple collaborative applications on top of our
existing email system, we would not only improve efficiency, but would make it easy for
the organization to collaborate without building specialized database applications.
It is necessary to survey the organization and perform a needs analysis, to see where
improvements and automation can be made in terms of creating electronic forms,
libraries and resources.
4.14 WEB site and e-Gov
The City Web site has become an integral factor in delivering a high level of service to
our community. As more and more information is posted on our site, we find additional
ways in delivering more to our customers.
If we look at web development in a phased approach, the initial phase, static content
delivery has been a success. Departmental web authors are realizing the vast amount
of information that the public is searching for, and our authors have been responsive to
those needs.
The most exciting part about Web technology is interactivity. Dynamic, Web-based
applications can be delivered across the Internet to users. In our next phase of
development, we should be delivering such applications to our community on the Web.
Electronic Government or e-gov is becoming prevalent. The ability to pay for goods or
services on the Internet is a booming business. From an organizational standpoint,
many tasks revolve around acceptance of payment for services from our community.
Further development in this type of e-gov systems would reduce traffic at our public
counters and increase efficiency.
Utilities will take the lead in the implementation of an e-gov solution for bill payment and
balance look up during 2001. Monies are budgeted during 2002-2003 for the City to
begin to offer e-gov services to the community.
4.15 Infrastructure upgrades and Replacements
Ongoing systems replacement as part of the CIP.
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City of Azusa Information Services Plan
4.16 Training Room and Training Programs
The training room was established in late 2000 with 10 IPAQ computers. Since the
inception of the Employee Technology Training Program we have had a total of 14
classes, approximately 95 staff were trained during the first 4 months of 2001.
Following is a recap of the classes held so far:
3 Power Point Classes
3 Word Perfect Classes, a combination of Beginning and Intermediate
1 Internet Search Engine class
1 Access Database Class- Beginning
3 GroupWise classes - Beginning and advanced
3 Internet basics classes
As the City migrates its desktop software to Microsoft products the establishment of the
training room will allow the training to take place in a timely, efficient, as-needed manner
4.17 Digital Divide
City of Azusa began to educate and provide resources to the community to assist them
in Bridging the Digital Divide. A periodic newsletter is available with new and ongoing
information and resources including training, classes, television shows and library
materials that pertain to computer access, training and content. This effort will continue
to reach out into the community.
4.18 Library Migration to Client Server Software - Taos
The existing Library system is a combination of mainframe, server, dumb terminal and
PC technology. Last year a browser interface to the Library catalog was implemented,
this was the first step in the migration to a client server environment for the library
system. The software Taos is designed to meet all library requirements in such a way
that the workflow is easy to understand, and more user-friendly. This migration will
combine the complete library automation system into one package, a browser interface
and web interface tool for all OPAC needs; Circulation, Cataloging, Acquisitions and
Serials modules.
4.19 Police Department Wireless
Wireless LAN completely integrated with fixed LAN.
4.20 Teleworks — Azusa Anytime
This solution that complements the existing Web and serves the community is also a
approach in bridging the Digital Divide. Multilingual support allows for full system
functionality to be available in different languages. From any touchtone telephone the
constituent can play informational messages describing community services and
programs 24 hours a day, 7 days a week. The most frequently asked municipal service
questions (from "barking dogs" to "City Council agenda") can be answered quickly,
concisely and consistently. This is not designed to replace person to person contact, but
rather to enhance customer service.
Benefits include:
• Information accessible 24 hours a day from any touchtone telephone
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City of Azusa Information Services Plan
• One telephone number for all information requests
• Informational messages for every department
• Accurate department telephone numbers to call for more information
• Faxed documents available on request
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City of Azusa Information Services Plan
5 Centralization / Distribution Aspects
Present technology does not set technical limits on the degree of information systems
distribution in the organization. The technological advances in minicomputers,
microcomputers, communications infrastructure, and supporting software combined with
the decrease in hardware costs, have brought management to a position where they
can select any degree of distribution of information systems. Centralization versus
distribution of information services resources and efforts is one of the most crucial
aspects at the present stage of growth of systems in the City.
The Citywide network has created much needed cohesion between the centralized
needs of the organization and the distributed needs of the user departments. While the
network allows for the sharing of centralized resources and data, it also allows for the
creation of "virtual" departmental work groups. It recognizes and supports diverse
requirements and allows departments to address their unique needs within the
framework of the Citywide IS infrastructure, without the necessity for individual
departmental networks and infrastructure.
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City of Azusa Information Services Plan
6 Organizational Impact
6.1 Objectives of Information Services
The primary objective of Information Services:
• Support the operational, tactical and strategic information needs of the city.
• Enhance the use of technology as a cost-effective resource to support the
citywide mission.
• Provide an infrastructure for the sharing of information and computer resources
throughout the organization.
• Provide technological guidance and vision to other departments in the City.
6.2 Information Services Responsibilities
Thus, the responsibility of Information Services is:
• Provide City-wide direction to various computer systems and technologies
• Create and manage the City's Information Services Master Plan
• Implement and manage the City's network infrastructure including desktops and
printers
• Backup and recovery of centralized data and programs
• Support the City's web site (www.ci.azusa.ca.us)
• Identify and evaluate the feasibility of future projects
• Pioneer development of specifications and selection of solutions
• Coordinate all computer related purchases of software, hardware and services
• Coordinate computer training needs
• Provide in-house consulting services
• Facilitate inter-departmental IS committees
• Recommend standards and implementation methods
6.3 Departmental Responsibilities
The implementation of specialized systems should be coordinated with IS and the user
departments. The success of the specialized systems depends on the continued
coordinated effort and responsibility for these systems with user departments and with
IS.
6.4 City-wide Committees
The following committees have been established for the development of IS activities in
the organization with the following charter:
6.4.1 MIS Committee
6.4.2 MIS Staff Committee
Established to promote sharing of knowledge and ideas throughout the areas of MIS,
City, and PD.
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City of Azusa Information Services Plan
6.4.3 Web Authors Subcommittee
This committee is comprised of key users from each department that are responsible for
maintaining and updating the departmental Internet webs sites.
6.4.4 GIS Standards Committee
This committee is responsible for the creation of standards as they relate to GIS.
6.4.5 Training Committee
This committee evaluates and recommends training programs in the areas of computer
hardware, software and evaluates and implements other City training needs.
6.5 Information Services Staffing
Current staffing for the City is compromised of a Municipal Information Services
Manager, Sr. Programmer Analyst, GIS Technician and a computer operator. The areas
that this group supports is:
West Wing
City Hall
Library
Recreation and Parks
Senior Center
Public Works
City Yard
City Wide GIS
Current Police staffing includes Public Safety Information Services Manager, a computer
operator, and a part time computer operator.
The areas that this group supports is:
Police Department
Recruiting and retaining these key individuals is a critical success factor of the IS
organizational effort due to the following cumulative factors:
• An all-time high demand in the industry for qualified IS personnel with attractive
monetary packages offered.
• The network and the users require ongoing maintenance and support.
• As the organization successfully automates various operations, there is a
corresponding increase in the demands for service from IS.
• Due to the large number of custom applications in the organization, there is steep
learning curve in being able to adequately serve the City's needs. Overlap and
redundancy in having "gatekeepers" to the City's vital asset, information, provides
uninterrupted availability of these applications.
• Police departments rely on the infrastructure to be available 24 hours a day, 7 days
a week.
• Vacancies unfilled in a timely manner adversely impact the high demand for ongoing
needs in the organization and the IS Plan projects.
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City of Azusa Information Services Plan
6.6 Organizational Expectations
In evaluating the impact of IS in the organization, we asked ourselves the following
questions:
• How important are simple network applications like e-mail to the organization
• Is IS adequately catering to the needs of the organization, both of management and
the users.
• Is there a tension between the expectations and that IS can deliver.
• How can management proactively help identify and manage this.
6.7 Customer Satisfaction Survey
In order to quantify some of these issues, it is recommended that Information Services
routinely conduct Departmental and internal customer satisfaction surveys.
6.8 Organizational Structure
Currently the City Information Services Manager reports directly to the City Manager.
This is not reflective of the old "data processing" model, however has become the trend
in many government organizations and has a positive impact on the ability of IS to
continue to successfully identify and provide strategic value to the organization. With
the City Managers support and awareness of projects, IS continues to have positive
impact and ongoing consideration as new ideas are implemented citywide. The police
Information Services Manager reports to the Administrative Captain.
6.9 What does network "down time"mean to the organization
With the Citywide network serving as the basic "plumbing" for practically all systems in
the organization, the network is considered mission-critical. While the network is
reliable and availability has been maintained, down time in the middle of a workday can
have a severe impact on the organization. This necessitates the need for contingency
planning. Building redundancy into the infrastructure is the most efficient way to
address this; there are however associated costs. Police department builds this into
their mission critical applications.
Below is a partial list of the impact of network down time.
• Unable to access financial management system
• All PC based Police applications down
• Permits system down
• Access to all users data lost
• No e-mail
• No printing
• Down time and lack of information access translate to lost services
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City of Azusa Information Services Plan
7 Policies
City Wide Information Services Use Policy
E-mail policy
Internet Policy
Telecommuting Policy
These policies will be developed or completed and put into place in 2001.
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City of Azusa Information Services Plan
8 Budgetary Implication
Information Services works closely within the budgetary process, both operating and
CIP, in identifying, evaluating and costing requests citywide. The budget process has
been structured to facilitate a review of all IS related requests by the IS Manager in
order to provide a common direction in line with the overall Information Services Master
Plan priorities.
8.1 Internal Service - Information Services
This centralization allows costs associated with infrastructure and computer
hardware/software maintenance and replacement to be allocated through one central
source. The City Information Services budget supports all city IS staff, salary and
benefits, IS training costs and all costs associated with the maintenance, upgrade and
support of the citywide network. Ideally all PC and printer replacements, network
software license and upgrades, office products training is provided for through the
Information Services training facility.
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City of Azusa Information Services Plan
9 Action Plan - Goals
9.1 Goals for Fiscal Year 2000-2001
• Geographic Information Systems — Deployment in Utilities —Aerial Photography
• Electronic forms and templates standardization
• Address areas with low end or no computers
• Ongoing Infrastructure upgrades and maintenance
• Reassess CIP for PC replacement, realign with PC life cycle
• Reassess software licensing, verify all software is fully licensed
• Identify and implement support efficiency strategies
• GroupWise Server upgrade to 6.0
• Virtual Private network (VPN) access
9.2 Goals for Fiscal Year 2001-2002
• Completely map Infrastructure of Network
• Internal cross training and procedure documentation
• Deployment of GIS via browser to desktop and Internet complete Aerial photography
and continue Utility implementation.
• Document Imaging / Electronic Records Management
• E-Gov /Web Based Internet Applications
• On-Line forms processing for internal functions via the Intranet
• Evaluate and recommend upgrade to Finance-Hardware and Software
• In house hosting of WEB applications
• Conversion to T1 service
• Analyze network to ensure efficiency
• Azusa Anytime
• Police Department wireless LAN completely integrated with fixed LAN
• Patrol laptops capable of access to CLETS and JDIC systems
• Records Management system state reporting established
• Install additional hardware and modify IP at PD to provide greater security
9.3 Goals for Fiscal Year 2002-2003
• Upgrade servers to Netware 6.0 web based networking
• Library Migration to Client Server
• Utility and PD GIS data significantly developed
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City of Azusa Information Services Plan
10 Procedures for Planning and Development
It is necessary to continue to support a proactive annual Information Services planning
process that is an integral part of the organizational planning process. This aligns City
goals and objectives with IS efforts and helps provide technological leadership and
direction to the organization.
The on-going short range planning process will be coordinated with the City's budget
cycle. The priority scheme for ranking projects will be derived from overall
organizational objectives.
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City of Azusa Information Services Plan
11 Appendices
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City of Azusa Information Services Plan
11.1 City-wide PC Inventory By Department and Type
11.1.1 P.C.'s by Department
To be completed by 6/30/2001.
11.1.2 Printers by Department
Library
HP LJ4
LJ4
4050
1150C
Stores
HP 4050
Transportation
HP LJ5
HP LJ4PIus
Public Works
HP LJ4PIus
LJIII
Recreation
HP LJ4PIus
LJIII
Head Start
HP LJ5si
Administration
HP 4050N
HP 4500 COLOR
HP 5P
Finance
HP 8150
8000
4050
4050
5si
LJIII
City Clerk
HP 4100
West Wing
HP 8000
LJ5
LJ5
LJ4
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City of Azusa Information Services Plan
2500CM
LJ4
Human Resources
HP 4050TN
4000
LJ4PIus
LJ5 Color
Redevelopment
HP LJ5
LJ4PIus
Police Department
HP LASER JET 4
LASER JET 4 PLUS
LASER JET 4 PLUS
LASER JET 5
LASER JET 5
LASER JET 5
LASER JET 5 SI
LASER JET 1100
LASER JET 1100
LASER JET 1100
LASER JET 1100
LASER JET 1100
LASER JET 1100
LASER JET 1100
LASER JET 3100
LASER JET 4000
LASER JET 4000
LASER JET 4000
LASER JET 4000 N
LASER JET 4000 N
LASER JET 4000 N
LASER JET 4050
LASER JET 4050 N
LASER JET 4050 N
LASER JET 4050 N
LASER JET 4050 N
COLOR LASER JET 4500 DN
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City of Azusa Information Services Plan
11.1.3 Inventory by CPU Type
To be completed by 6/30/2001
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City of Azusa Information Services Plan
11.2 Network Infrastructure Technology Environment
11.2.1 Server Software
See Server Inventories.
11.2.2 Connectivity
• Ethernet 10/100 Base-T
• TCP/IP Protocol / DHCP
• Single Mode Fiber to off site facilities
11.2.3 Desktop Software
• Windows 95/98/NT/2000
• Corel Suite/ Microsoft Office 2000
• Word processing: WordPerfect /Word
• Spreadsheets: Quattro Pro/Excel
• Databases: MS Access
• Presentations: MS PowerPoint
• Email: GroupWise
• Browser: Internet Explorer, Netscape
• VirusScan: MacAfee
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City of Azusa Information Services Plan
11.3 Servers on the City Network
AzusaI
Compaq Proliant ML530
Novell Netware 5.1 (SP2) - Main File and Print Server
Processors: Dual Intel Pentium III Xeon 833 MHz
Memory: 512MB (PC133Mhz)
Storage: 5X20 Gigabyte Drives (RAID 5 with one Hot Spare)
IDE CD-ROM 40x
Diskette Drive 1.44 MB
Network: Dual Integrated Compaq NC3123 Fast Ethernet 10/100 Wake On
Lan
Tape Backup: Compaq TL-891 DLT Library
Applications: Novell Zenworks (Network and Desktop Management)
HDL Business License / Permits
Veritas BackUp Exec (Back-Up Software)
Novonyx Enterprise Web Server
Azusa2
Hewlett Packard LH-Pro
Novell Netware 5.1 (SP2) - Image Server
Processor: Intel Pentum Pro 200 MHz
Memory: 512MB
Storage: 3x9 Gig Drives, 3x2 Gig Drives (RAID 5/Disk Mirroring)
IDE CD-ROM 20x
Diskette Drive 1.44 MB
Network: 2 Intel EtherExpress Pro 10/100
Applications: Zenworks Imaging Server
Novonyx Enterprise Web Server
Azusa3
Dell PowerEdge 1300
Novell Netware 5.1 (SP2) - GroupWise Server(Domain & Post Office)
Processor: Intel Pentium II 350 MHz
Memory: 256MB
Storage: 3x9 Gig Drives (RAID 5)
IDE CD-ROM 32X
Diskette Drive 1.44 MB
Network : 2 Intel EtherExpress 10/100
Applications: GroupWise 6.0
Novonyx Enterprise Web Server
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City of Azusa Information Services Plan
Azusa4
Dell PowerEdge 1300
Novell Netware 5.1 (SP2) - GroupWise Server(WebAccess)
Processor: Intel Pentium II 700 MHz
Memory: 256MB
Storage: 3x9 Gig Drives (RAID 5)
IDE CD-ROM 40X
Diskette Drive 1.44 MB
Network : 2 Intel EtherExpress 10/100
Applications: GroupWise 6.0
Novonyx Enterprise Web Server
Web2
Hewlett Packard Netserver LH3
Windows NT 4.0 - Library Catalog DRA Web Access
Processor: Intel Pentium III 550 MHz
Memory: 256 MB
Storage 1x9 Gig Drive
IDE CD-ROM 40X
Diskette Drive 1.44 MB
Network: Intel EtherExpress Pro 10/100
Applications: DRA Web2
Gates
Gateway
Windows NT 4.0 - Gates Foundation Library Server
Processor: Intel Pentium III 550
Memory: 128MB
Storage: 1x12GB Drive
IDE CD-ROM 40X
Diskette Drive 1.44 MB
Network: Intel EtherExpress Server 100
Applications: Encarta 2000 /Africana
Microsoft Office 2000 Pro
Front Page 2000
Streets and Trips 2000
Napoleon
Data General
DG UX R4.20MU01 — Financial Systems Server
Processor: Dual 200 Mhz Pentium pro processors
Memory: 256 MB
Storage 24 GB (6x4)
2 4mm tape Drives
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City of Azusa Information Services Plan
Applications: IFAS (Intra fund Accounting System)
Informix
EPC ANSI C Compiler
Networker backup software
Old Finance (to be retired)
HP 3000
MPE 5.5 — Financial Systems
Applications: Infocomp/Payroll/Stores all history
Library Inlex
HP 3000
MPE 5.5 — Inlex Library Systems
Applications: Inlex DRA
Servers on the Police Network
6 - HP Net Servers PII 256MG 15GB each
NT 4.0 ArcServer Back
Applications on NET Servers:
HP Net Server 1 - PDC (Primary Domain Controller)
HP Net Server 2 - CAD Server
HP Net Server 3 - Backup/Redundant CAD Server
HP Net Server 4 - Wireless LAN Server for MDCs
HP Net Server 5 - Police Records Server
HP Net Server 6- BDC (Backup Domain Controller)
Compaq NT Server
PII 512 MB 30GB
Applications - Report Writing Server (Server holds Police forms)
Micron NT 4.0 Server
PII 512 MB 30GB
Application - Document Imaging Records
Jet Algo - Novell 5.0 Server
256MG 25GB
Applications
File Server, Print Sharing, Photo based Records and E-mail.
11.4 Citywide Network Infrastructure Diagram
To be completed in 2001.
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City of Azusa Information Services Plan
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City of Azusa Information Services Plan
11.5 Citywide Fiber Network Connectivity Diagram
To be completed in 2001.
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City of Azusa Information Services Plan
11.6 City of Azusa Web Site Map
To be included 2001.
11.7 City of Azusa Web Site Statistics
Included in this section are statistics on our City's Web Site at www.ci.azusa.ca.us
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City of Azusa Information Services Plan
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