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HomeMy WebLinkAbout07/02/1991, C-7 - MANAGEMENT INFORMATION SYSTEMS POLICIES I`Il�lylll�llllln All city r MEETING DATE: NI IIV I��u►I c� o san lugs osispo 7-2- 7/ COUNCIL AGENDA REPORT ITEM Nl/J i FROM: William C. Statler, Director of Finance SUBJECT: MANAGEMENT INFORMATION SYSTEMS POLICIES CAO RECOMMENDATION Adopt a resolution approving policies that will guide the acquisition, use, and management of the City's automated information resources over the next four years. DISCUSSION Baclrgrouud i Establishing a comprehensive policy to govern the City's management and use of its office automation resources was a key objective in the 1989-91 Financial Plan (page D-92). The importance of completing this task was reinforced by the Council during their goal-setting process for the 1991-93 Financial Plan. I The need to establish an overall framework for managing the City's information systems is highlighted by our extensive use and investment in computer hardware and application software as well as ongoing system development, implementation, and support costs. The first step in developing the proposed management information system (MIS) policies (Attachment A) was the preparation of a comprehensive inventory of the City's hardware capabilities (mini-computers, printers, personal computers, and terminals) as well as applications currently automated along with those proposed by the operating departments for automation over the next four years. This resource inventory also addresses the human resources dedicated to managing the City's information systems. This report is available for review in the Council Offices, and an excerpt from the Transmittal Memorandum summarizing the report's purpose, organization, current application uses, system highlights, and topics for future discussion is provided in Attachment B. Based on the information developed in this inventory and the topics recommended for future i discussion, the Warner Group ( a nationally recognized MIS consulting firm specializing in local government systems ) was hired to perform a high-level review of the City s MIS and telephone system to assess present systems, identify opportunities for improvement, and to outline an action plan. An excerpt from their Executive Report summarizing their conclusions and recommendations is provided in Attachment C. The MIS policies recommended for Council approval at this time are based on the results of these initial efforts. 7- / city Of San . AS OBISPO COUNCIL AGENDA REPORT Rey Features of the MIS Policies I IThe following is a summary of the key features of the proposed MIS policies: i • The City's information systems should continue to be a micro-based (but networked), decentralized system as opposed to a centralized data processing function. I • The full use of existing systems should be a foremost goal, and thus achieved in advance of acquiring any major systems or equipment. i • The acquisition and implementation of any new, major systems should be accomplished by working from an established City-wide priority list. Funding is-provided in the 1991-93 Financial Plan (page E-10) for consultant assistance in developing this City-wide priority list. • An MIS Steering Committee will be formed to approve MIS standards, recommend changes to the City's MIS policies, review departmental proposals for new applications and make recommendations for inclusion in the City-wide priority list as appropriate, and monitor the implementation and performance of existing and new MIS applications. The MIS Steering Committee will have seven members: four Management Team members and three representatives from system users and administrators. • The roles and responsibilities of the Council, CAO, MIS Steering Committeee. Finance Department, Operating Departments, System Administrators, and Users Group are i, addressed in the Policy. CONCURRENCES The proposed MIS Policy has been extensively reviewed by the Management Team as well as by key system users, and they concur with the recommmended policy. I i I �un�►ti►►��IIIIIII�Pn�°911 MY Of San tUIS OBISPO i01s7a COUNCIL AGENDA REPORT FISCAL R PACT There is no direct fiscal impact resulting from the approval of these policies. However, by establishing an effective framework for the management, acquisition, and use of the City's information systems, we can better manage this resource, which will result in significant cost savings to the City in the future. SUNIIAARY Over the past several years, the City has made extensive use of automated information technology which has significantly enhanced our ability to effectively manage the delivery of services to our community. However, we need to establish a conceptual framework at this time for the management of the City's information systems in order to ensure that we continue to effectively use our investment in this resource in the future, and as such, Council approval of the attached MIS policies is recommended. Attachments Resolution approving management information system policies Exhibits A. Management Information Systems Policies B. Transmittal memorandum from a report on the City's management information systems dated April 23, 1990 C. Summary of conclusions and recommendations on the City's information systems prepare by the Warner Group dated October 30, 1990 On File in the Council Offices Overview of the City's Management Information Systems (April 23, 1990) Review of Information and Telecommunications Systems - Executive Summary (The Warner Group, October 30. 1990) 7- RESOLUTION NO. (1991 Series) A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS OBISPO APPROVING POLICIES TO GUIDE THE MANAGEMENT OF THE CITY'S AUTOMATED INFORMATION RESOURCES WHEREAS,establishing a comprehensive policy to govern the City's management and use of its office automation resources was a key objective in the 1989-91 Financial Plan; and WHEREAS, the importance of completing this task was reinforced by the Council during their goal-setting process for the 1991-93 Financial Plan; and WHEREAS, the need to establish an overall policy for managing the City's information systems is highlighted by the City's extensive use and investment in computer hardware and application software as well as ongoing system development, implementation.. and support costs; and WHEREAS, the steps in developing the proposed management information system (MIS) policies included the preparation of a comprehensive inventory of the City's hardware capabilities and included a high-level review by the Warner Group to assess present systems, identify opportunities for improvement, and to outline an action plan. NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis .Obispo that the Management Information Systems Policies provided in Attachment A are hereby adopted. On motion of seconded by , and on the following roll call vote: AYES: NOES: ABSENT: �7T Resolution No. (1991 Series) Page Two the foregoing Resolution was passed and adopted the day of 1991. Mayor Ron Dunin ATTEST: Pam Voges, City Clerk APP City A inistrative Officer i /motto e Director of Finance �7 Attachment A. MANAGEMENT INFORMATION SYSTEMS POLICIES PURPOSE STATEMENT Over the next four years, the further growth and overall management of the City's information systems should proceed from an established conceptual framework. The City- wide management information system(MIS)policies outlined below are intended to provide this framework. INFORMATION SYSTEMS POLICIES A. Decentralization and Compatibility 1. The City's system should be a micro-based (but networked), decentralized system as opposed to a centralized data processing function. 2. Decentralized system groupings should be determined based on physical locations such as City Hall, Corporation Yard, or Police Station. 3. Although decentralized, the City's information systems should be compatible, maximizing the easy exchange of information between users and departments, and minimizing the duplication of data bases and maintenance efforts. B. Full Use of Existing Systems 1. The full use of existing systems should be a foremost goal, and thus achieved in advance of acquiring any additional major systems and equipment. 2. In order to fully utilize existing systems, an aggressive program of ongoing training should be provided. The training of staff to use existing equipment and software should be a priority activity and appropriately supported as such. C. Acquisition of New Systems 1. The acquisition and implementation of major systems should be accomplished by working from an established City-wide priority list. The priority list should be for a four year period and evaluated and modified at least annually, based on changing needs and products. Completion of this priority listing should be accomplished within the next two years. 2. When acquisitions are necessary, the City should strive for "state of the art" hardware and software, but not by purchasing unproven or speculative equipment and systems. Accordingly, new systems or equipment should have demonstrated reliability and performance in other organizations prior to their consideration for use by the City. 3. Major acquisitions should be evaluated against a standard criteria which assures that cost-benefit issues, compatibility of hardware and software, availability of implementation and maintenance resources, and training requirements are fully considered. 4. The City should acquire equipment and systems only if the skills and resources to effectively implement and manage the systems are available. 5. Existing, tested and proven "off the shelf' software should be used wherever possible before seeking custom computer programming. Custom programming should be used only if it can be shown to be a more cost-effective solution to the problem. 6. All software utilized in the City should be consistent with copyright laws. ROLES AND RESPONSIBILITIES A. City Council/CAO 1. Policies The Council adopts the City's Management Information Systems Policies. The City Administrative Officer (CAO) recommends to the Council new policies and revisions to existing ones. 2. Resources The Council allocates the resources necessary to acquire and manage the City's information systems. The Council also approves specific acquisitions consistent with the City's purchasing policies. Based on an approved priority list, the CAO makes specific recommendations to the Council regarding the allocation of resources and system acquisitions. B. MIS Steering Committee 1. Responsibilities Composed of top-level representatives from throughout the organization, the MIS Steering Committee is responsible for: a. Approving MIS standards. b. Recommending changes to the City's MIS policies to the CAO. C. Reviewing departmental proposals for new applications and making recommendations to the CAO for inclusion in the priority list as appropriate. d. Monitoring the implementation and performance of existing and proposed MIS applications. e-7-7 2. Membership The MIS Steering Committee has seven members as follows: a. Assistant City Administrative Officer b. Director of Finance C. Three representatives selected by the Office Automation Users Group to serve for a two year period. d. Two representatives selected by the Management Team to serve for a two year period. 3. Staff Support The Information Systems Coordinator serves as staff support to the MIS Steering Committee. C. Department of Finance The Department of Finance is responsible for: 1. Implementing the City's information systems policies and standards. 2. Coordinating the effective use of the City's decentralized information systems. 3. Assuring that City-wide information system needs are effectively served pursuant to established City-wide priorities. 4. Assisting in the establishment of City-wide priorities for new system acquisitions. 5. Assuring adequate support, maintenance, and training for the full utilization of existing City-wide systems. a. Finance will assist in the support (including maintenance, repairs, replacement,data communication,and training) all City-wide hardware and software standards that are currently installed or connected to the local area networks (LAN's). This support includes operating and system software, but excludes specific departmental data, files, reports, or applications which may use these software packages. b. Operating departments are responsible for installing and supporting all specialized applications (including software, hardware, data communications, and training) whether provided on a stand alone or LAN basis. C. On a case-by-case basis,Finance may support departmental applications when requested by the department, recommended by the MIS Steering Committee, and approved by the CAO. 6. Managing the City's other electronic systems such as copiers and telephones. D. Operating Departments Departments are responsible for: 1. Utilizing existing information systems in an efficient and effective manner. 2. Identifying existing and future system needs. 3. Assisting in the establishment of City-wide priorities for new system acquisitions. 4. Assuring the full use of existing equipment and software prior to developing requests for additional acquisitions. 5. Installing and supporting specialized applications. 6. Appointing a System Administrator for their LAN (or other major departmental system). E. System Administrators Each network or major departmental system shall have a"system administrator" who will have lead responsibility for the performance of that location's micro or mini computer system. Each System Administrator should form a "user group" within their network to resolve network problems and to comment on system-wide problems. Locations and systems which require a System Administrator include: 1. City Hall a. Local Area Network b. System 36 - Finance C. System 36 - Community Development 2. 955 Morro (Utilities and Public Works Administrative Offices) 3. Corporation Yard 4. Police Station 5. Fire Station No. 1 6. Parking Administrative Offices 7. Recreation Administrative Offices F. An Office Automation Users Group will be maintained to advise on the implementation and management of City-wide information services. The Information Systems Coordinator will be the System Administrator for the City Hall LAN and will serve as the Chair of the Users Group. The Users Group will consist of all System Administrators as well as one representative from each Department without an employee designated as a System Administrator. With this approach, all departments will be represented in the Users Group. IWOLICIES.YPF Attachment MEMORANDUM April 23, 1990 TO: John Dunn, City Administrative Officer FROM Ken Hampian, Assistant City Administrative Officer William C. Statler, Director of Finance Jeff Thacker, Chief Accountant Peggy Johnston, Technical Services Coordinator SUBJECT: OVERVIEW OF THE CITY'S MANAGEMENT INFORMATION SYSTEMS PURPOSE This document has been prepared in order to provide an overview of the resources currently allocated to the City's management information systems (MIS). This resource inventory includes not only the City's hardware capabilities (mini-computers, printers, personal computers, and terminals) but also the applications that are currently automated as well as those proposed for automation over the next three to four years. Additionally, a summary of the City's human resources dedicated to managing automated information systems is also provided. REPORT ORGANIZATION AND PREPARATION In presenting the City's MIS resources, this document has been organized into the following five sections: Section A - Transmittal Memorandum This section summarizes the purpose, organization, and preparation of the report; highlights application uses and key findings; and suggests topics for future research and discussion. Section B - Summary of Existing and Requested Applications An overview of existing and proposed uses of the City's MIS resources is provided in this section for each of the City' major organizational units summarized as follows: ■ Applications currently installed and operational. ■ Applications which may be installed but require additional enhancements in order to fully meet system requirements. Those requiring additional acquisition or development costs in addition to staff support for implementation have been so noted. ■ New applications recommended for acquisition, development, and implementation over the next three to four years. ■ Applications (existing and proposed) that have multi-departmental uses, interfaces, or impacts. The information provided in this section is primarily based on interviews with key department personnel regarding their existing and proposed system uses. Jeff Thacker conducted the interviews with City Attorney, City Clerk, Finance, Personnel, Utilities, Public Works, and Recreation. Peggy Johnston conducted the interviews with Administration, Community Development, Police, and Fire. A listing of key staff members interviewed is provided in Exhibit A. In addition to application uses,summaries of the department's hardware inventory, 1989-91 budget for information systems, and level of technical staff support are also provided. A-1 Section C - Summary of Existing Staff Support This section provides a summary of the City's key staff (system administrators) who support the existing information systems. Name, title, department, summary of responsibilities, and estimated percentage of time allocated to system administration responsibilities is provided for each support staff member. Management Team members (several of whom may dedicate significant efforts to managing their department's MIS resources) are not included in this summary. Section D - Summary of 1989-91 MIS Budgets A summary of departmental budgets for MIS expenditures is provided in this section based on the 1989-91 Financial Plan line-items. Section E - Summary of Existing System Hardware An overview of the City's existing hardware configurations and inventory is provided in this section organized into the following three parts: ■ Schematic overview of the City's MIS configurations at six key locations (City Hall, 955 Morro, Police Station, Fire Station No. 1, Recreation Building, and Corporation Yard). ■ Summary of the City's MIS hardware inventory by department and division. ■ Detail inventory of the City's MIS hardware by department and user. APPLICATION USES The City's current and proposed uses of information system technology can be generally categorized into the following five groups: ■ Office Automation Text processing represents the City's largest current use of automated systems, and enhancements to this basic application along with other key office products such as electronic mail,calendaring,and voice communications were extensively requested by the operating departments. Office automation represents the broadest group of common MIS uses City-wide. ■ Public Safety Both the Police and Fire Departments make extensive use of automated information systems in their daily operations. The greatest current commitment of resources is in the areas of computer aided dispatch (CAD) and records management. Most of these applications are unique to public safety uses, and do not have significant data interactions organization-wide except between these two departments. ■ Financial Management Most of the City's key financial management activities (general ledger, accounts payable, payroll, and utility billing) have been automated. On an operating basis, day-to-day activities are limited to the Department of Finance. However, the entire organization is affected by the output of many Finance products (payroll checks) and is dependent upon the management information provided by the system. A-2 �1-l/ ■ Specialized Technical Applications Each department has a variety of specialized information technology which may significantly improve its productivity but have limited impacts on the broader organization. Examples include hydrology models, building permit issuance, traffic circulation models, computer aided drafting and design (CADD), and telemetry systems. ■ Geographic Information Systems (GIS) The City is in its relative infancy in the area of automated geographic information systems. Based on the results of the departmental surveys, there is significant interest organization-wide in significantly expanding the City's use of GIS applications. If implemented on a highly integrated, interactive level, GIS will have significant organization-wide impacts due to its cost and the broad base of potential users and data bases. SYSTEM HIGHLIGHTS The following is a brief summary of highlights regarding the City's information system capabilities and resources: ■ The City has made extensive use of information systems technology: with 317 regular authorized positions, the City has over 190 work stations. ■ The City has made a significant investment in information systems technology: $463,000 has been invested in personal computer hardware, $69,000 in mini- computer hardware, $100,000 in application and system software, and an unknown (but significant investment) in system development, implementation, and support. ■ $744,200 has been budgeted over the next two years for MIS applications: $406,600 to support operations and $377,600 for new acquisitions. ■ There is a broad variation in software and hardware configurations throughout the organization, although conceptual standardization (IBM compatible processors, Hewlett Packard laser printers, and word processing software) has been achieved. ■ The City does not have a high-level of integration or interactive use of its various information system networks. For example: the two IBM System 36 mini-computers do not communicate with each other and there is limited communication with the City Hall local area network (LAN); users of the two System 36 mini-computers are primarily limited to departmental employees,and the limited number of other department users are restricted solely to City Hall; and none of the individual LAN's communicate with each other. ■ The City's two mini-computers (Finance and Community Development) have reached their disk storage and work station expansion limits, and accordingly, will require significant upgrades or replacement in the near future. ■ Consistent with its overall management philosophy,the City has historically used a highly decentralized approach in managing the acquisition, implementation, and operation of its information system technology. A-3 L-1.7-1,0L TOPICS FOR FUTURE DISCUSSION Based on the overview of the City's information management resources identified in this report, the following topics are recommended for future research and discussion: ■ Is there a need for better integration of the City's existing information systems? ■ If so, what additional hardware, software, and staff support will be required to successfully integrate them? ■ Are there future system development and integration requirements that will require any significant increases in capital outlays and staff support for them to be successfully implemented? ■ Has the City adequately addressed the copying and installation of proprietary software as well as the use of "bootleg" and personal software? ■ What is the best approach in meeting the.City's mini-computer data storage, access, and retrieval needs? ■ Based on existing financial and staff capabilities, will prioritization of new system installations be required, and if so, what process should be used in assigning priorities? ■ Does the City require a high level of on-line, "real-time", interactive/integrated information systems? ■ Are any changes required in the current organization of the City's information management staff resources in order to most effectively manage existing and proposed information systems? ■ Are existing organizational structures and methods of communication adequate to ensure an appropriate level of inter-departmental coordination of system plans and programs? ■ Is continuing the City's historical approach of decentralization appropriate in meeting the current and future MIS needs of the City, or is this a function where the City could clearly benefit from increased centralization in defined areas? (For example, a combination of centralization and decentralization depending on the nature and scope of the service and operation.) ■ How should the large number of pending requests be reviewed and approved in order to ensure that: 1. they are truly needed; 2. will provide benefits consistent with their cost; 3. properly fit with existing systems; 4. cumulatively will take us where we want to go; and overall, are necessary, justified, cost-effective, and appropriately a part of the City's total management information system? Hopefully, the information developed in this overview document can provide a meaningful framework for the discussion of these key questions regarding the future of the City's management information systems. A-4 C'-Z-13 Attachment G CONCLUSIONS AND RECOMMENDATIONS INFORMATION SYSTEMS • CITY HAS BEEN SUCCESSFUL SO FAR • NEED TO PRIORITIZE NEEDS LIST • MUST DECIDE CITY-WIDE SYSTEMS STRATEGY • IMPROVED PLANNING NEEDED TO - MEET GOALS - AVOID "AD HOC" DECISIONS • UPDATE PC CONFIGURATION STANDARDS The Warner Group Manages eat Coa4ultants