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HomeMy WebLinkAboutPackets - Council Packets (909) AGENDA ORO VALLEY TOWN COUNCIL STUDY SESSION JUNE 11, 2007 ORO VALLEY TOWN COUNCIL CHAMBERS 11000 N. LA CANADA DRIVE STUDY SESSION - AT OR AFTER 5:30 p.m. CALL TO ORDER ROLL CALL 1. DISCUSSION REGARDING THE STORMWATER UTILITY - PROPOSED RATE STRUCTURE 2. DISCUSSION REGARDING INFORMATION TECHNOLOGY MANAGEMENT STUDY ADJOURNMENT POSTED: 06 06 07 4:00 p.m. cp The Town of Oro Valley complies with the Americans with Disabilities Act (ADA). If any person with a disability needs any type of accommodation, please notify the Town Clerk's Office at (520)229-4700. TOWN OF ORO VALLEY Page 1 of 1 COUNCIL COMMUNICATION MEETING DATE: June 11,2007 TO: HONORABLE MAYOR AND COUNCIL FROM: PHIL TRENARY, OPERATIONS DIVISION MANAGER SUBJECT: Study session to discuss a stormwater utility fee and rate structure. SUMMARY: The Stormwater Utility Commission will present to Town Council information regarding implementation of a stormwater utility fee. The discussion points are: • Update on stormwater utility operations (how are we doing?) • Budget for program implementation • What will be provided by the program • How Pima County Stormwater is funded -). :31)' /Tr/ 14/*/. Phi Trenary, 0•-ration r sion Manager 1 ( p• /0 Craig Ci flier, To Engineer it)a -2(-&a kerene Watso Ass start Town Manager 6,41.44:1 David Andrews, Town Manager a ,,,„4r Itrr ii,7-7,:•,,,- --4:',:e*-'-;,.., pp" -'2.'.- ,44%.;,..*%;,,,' is 0.,, t;,,- :.ii,,,,,,,- , , - L'-. - ' -;,,,,,- ,Z), %.,„" It 440 rC. r 'a rin0 abb zb 0 a,. . ,,,,,,, Q0' ...b. k eil1/47 IP bin Nisf Prot, ir 144 tM_`.,w.a y q (III), ',, . , oi ''',;,... '-,,,. ..-d: Cr) 0 (inm SI) 1:3 73 V O , 7:13 3n 0 Cf) 44 µ CD --0 0 a) 0 > 0..) *1c 3 rh 1 CD = CY (I) mmil —I"f - r.,, . $,, CD a) 0 4 N) N 1.1'14.. 4:',4 ; 0 .. il— r. 7:13 ,... . 0 r ,,-; 0 ! 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(LID- 0 -..t ct 0 c � U4 O• .• e-+ HC4 0-1 0 0 ..-‘ P v) ,._ up 0 ......, e-h- (1) P 0-i 5,. 4 --' e. mmili • p.A P P P,°-17' 0--t 0--•• ,t...--p- H f-m.L'• t..< 0 0 ..--, n CM P 4 oct "71 , 0 $,?_. ca. $, 'D P "Tt " CD 0 0-1 n o cl, mi—] CD c=, 0 o o --t -..•• CF:? 0CD ?C 0...... � Ph) O 0 2. cl., O 0 oo 0 H O — ;1 n CD 05• o-A 0 iiii..k o o 0 al. r 0-1 0 CD n n n ,-+ 0 r 0 CD o 0 0 ..•,...•o II TOWN OF ORO VALLEY . COUNCIL COMMUNICATION STUDY SESSION DATE: June 11,2007 TO: HONORABLE MAYOR& TOWN COUNCIL FROM: Kevin Verville, Information Technology Director SUBJ: Information Technology Department Assessment OVERVIEW: In November, 2006, the Town contracted with Scientific Technologies Corporation(STC) to conduct an assessment of the Town's Information Technology Department and 2005 IT Strategic Plan. The attached document is a compilation of the assessment of the Town's current IT environment, the 2005 IT Strategic Plan, and resultant recommendations. EXECUTIVE SUMMARY: STC's assessment found the Town's IT systems are ample for our current needs, adheres to standard best practices and is clearly well planned. STC further indicated that"Proper methods and technologies are in place to provide a highly stable, capable, and diverse technological environment." The 2005 IT Strategic plan was also found to be sound, comprehensive, and provided detailed information from which recommended strategic actions could be taken. On page 2 of the assessment, STC states: "This strategic plan includes the baseline information necessary to properly manage and maintain the IT systems in Oro Valley, demonstrating an understanding of key issues and challenges." There are however, a number of areas that the Town needs to address in order to ensure a sound IT infrastructure as the Town progresses. STC developed a number of recommendations to enhance various components of our IT environment: 1. IT Staffing—Develop a centralized IT organization and increase IT staffing proportionally with the future growth rate of the number of Town personnel and IT systems supported. 2. Implement Support Solutions—Create IT Standard Operating Procedures for IT staff and implement an IT Help Desk solution to track and report issues. Also, a disaster recovery plan needs to be fully developed and documented. 3. Training & Education—Continue ongoing training to include security and best practices for IT systems use and implementation, and participate in local and regional information-sharing forums. 4. Enterprise Data, Hardware, Software—Consolidate data to be used across the organization (e.g. GIS) and establish a three-year upgrade cycle for key enterprise network components such as servers, routers and switches. The IT Department has initiated implementation of STC's recommendations and are already programmed in the FY' 07/08 budget. Other recommendations will be incorporated into the 2007 update of the IT Strategic Plan and implemented in subsequent budget years as fiscal and human resources become available. ATTACHMENTS: 1. Assessment for the Town of Oro Valley Information Technology Department and 2005 IT Strategic Plan. Kevin Verville, IT Director Jerene Watson, Assistant Town Manager avid Andrews, To Manager V iii } C `` Scientific Technologies Corporation J ('- , , ,1/4_-1 ( (-4 - ..'-' f r-„ ‘( 1/ i (--.., . -‘.,_,........-••.............11i 1,..........."...r ..-."-..---it...a,. ....---.''i . ' *‘''. \/ i , ,.,,,,c),. ,...,„,„..._.STC r -) ( ) , \P i „,..,,,-:'' '''''/ N ' 1 4,,-,. '.'-.M1W .1.011.......1* _CKs '''''.7,,N, '-77'T:7"T .- , '' '''''el'.'‘. .,,., ..,77-7;;.„.'- ''.'''''f'-'''''',sai f '',:;:.:;-. ' .::tj ` 3. f�i:`i 3 A�. 'x. £' k Assessment fthe Town of OValle ,-......411..p ,, ...... Information. - Technology D ____,and 2005 IT StPlan . _ . . , ,._. ,.., . . , __. , , Submitted by: Scientific Technologies Corporation 4400 East Broadway Blvd., Suite 705 Tucson, AZ 85711 Phone 520.202.3333 �.:.k /1:,;0. ',v4';'''. 'y. _ Technology''' `° ; Public Neagh Outcomes Through Information • Advancing STC Table of Contents 1 1.0 Executive Summary 1 1.1 Recommendation 1 -IT Staffing 1 1.2 Recommendation 2-Implement Support Solutions 1 1.3 Recommendation 3-Training/Education 2 1.4 Recommendation 4- Hardware, Software, and Enterprise Data 2 2.0 Introduction 2 3.0 Preparing for the Future-The Strategic Plan 3 4.0 Current Environment-Network Infrastructure 4 4.1 Addressing 5 4.2 Hardware 5 4.3 Redundancy 5 4.4 Disaster Recovery 6 5.0 Current Environment-Software Utilization 6 5.1 Mobile Device Software 5.2 Desktop Software 67 6 5.3 Server Software 7 5.3.1 Standardized End-User Software 5.3.2 Standardized Administration Software 78 7 5.3.3 Standardized Departmental Software 8 6.0 Current Environment-GIS Systems 9 7.0 Staffing 11 7.1 Consolidate IT Staff Resources 12 7.2 IT Help Desk Resources 12 7.3 Staff Training 12 8.0 Disaster Recovery 12 8.1 Adequate Backups 13 8.2 Detailed Recovery Plan 13 8.2.1 Hot Disaster Recovery Plan Option 14 8.2.2 Warm Disaster Recovery Plan Option 14 8.2.3 Cold Disaster Recover Plan Option 14 8.3 Secondary Recovery Plan 14 8.4 Regular Testing Schedule 14 9.0 Municipality Training and Staff 15 9.1 Software Training 15 9.2 Computer Use Best Practices Training 15 9.3 Security Best Practices Training 15 9.4 Staff Data Backup Training 15 10.0 Consolidate GIS/Mapping Data 16 10.1 Infrastructure 16 10.2 Staffing 10.3 Access/Retrieval of Information 16 16 11.0 Oro Valley Initiatives 187 12.0 Summary GOO Oro Valley Information Technology Department Assessment-Final ii kxr"dk Techne o e,C rpor� 4. :40;"*.; Advancing Public Health Outcomes Through Information Technology STC, 13.0 References 1919 14.0 Appendices 19 14.1 Acronyms and Definitions 20 15.0 Regional Collaboration List of Figures is - growth from the Year 2000 to 2006 10 Figure 7 1. IT Figure 7-2: IT Staff Resources Organization Chart 11 List of Tables Table 12-1: Acronyms and Definitions 19 4 Oro Valley Information Technology Department Assessment— Final iii Weft/!c Todw~. • '`` in Advanc g public Health Outcomes Through Information Technology STC1.0 Executive Summary Oro Valley has a sound information technology infrastructure and processing systems environment. The 2005 Strategic i Plan in use sets a course for the IT department that Valleyinto the future. The planned initiatives are both has and can continue to guide Oro � i extremely important and typical of similarly sized municipalities. In STC's effort to assess ed a the strategic plan and current technical environment of Oro Valley, we have p number of recommendations that would enhance various components of the environment to include: • IT Staffing • Support Solutions • Training/Education • Hardware, Software, and Enterprise Data 1.1 Recommendation 1 — IT Staffing • Develop a centralized IT organization with specific roles identified to support applications, development, data and infrastructure. • Increase IT staffing proportionallyfrom 3.5 percent to match the growth rate of systems which has historically been 15.5 percent a year. 1.2 Recommendation 2 -- Implement Support Solutions • Develop a complete Disaster Recovery Plan (DRP) based on currently deployed systems. • Implement an IT Help Desk solution to track the creation and resolution of all reported issues. • Creation of IT Standard Operating Procedures (SOP) to be used as a reference for both IT staff and system end users. 1.3 Recommendation 3 -- Training/Education • Continue ongoing workforce training to include best practices for systems use g g and security. • Participate in a countywide IT information-sharing forum. Oro Valley Information Technology Department Assessment— Final I 1706t Tttt%N.ore, • ;#12.79'f, / `� �-1 -� 41,1;,*' s Throu h Information TechnologyAdvancingPublic Health Outcome 9 STC 1.4 Recommendation 4 -- Hardware, Software, and Enterprise Data • Establish three-yearupgrade cycle for servers, routers, and other key enterprise p9 processors. • Consolidate data to be used across the organization, most notably data used in support of GIS/mapping applications. 2.0 Introduction y In November, 2006, the Town of Oro Valley, Arizona requested Scientific Technologies Corporation oration STC) to review and assess the town's 2005 Information Technology (IT) Department. This document is a compilation of a review of the town's current IT environment, their 2005 IT Strategic Plan, and the resultant recommendations. STC utilizes the Information Technology Alternative Assessment Methodology (ITAAM)dolo nductin technology-needs based assessments. This methodology uses when co g information gathered through several sources including interviews, document reviews, ndin of best current practices. For the Oro Valley IT Needs and an understanding Assessment, STC conducted an interview with Kevin Verville, Oro Valley's current IT Director. STC personnel also reviewed the existing documentation contained in the 2005 g IT Strategic Plan. After a thorough review of all documentation, STC concluded that the overall IT environment int the Town of Oro Valley is sound, adheres to a well-defined plan, and when mapped to other communities' information systems, is comparable. This report for the summarizes the STC recommendationsOro Valley's technical infrastructure and resources, and can be used to support an update to the 2005 IT plan. ist of acronyms and terms used throughout this document. Refer to Appendix 13.1 for a I Y 3.0 Preparing for the Future — The Strategic Plan The current Oro Valley2005 IT Strategic Plan clearly illustrates goals and objectives, vision, and plan. This plan is valuable as information technology is a dynamic field which requires constant due diligence. An IT plan creates a roadmap for"action" and when adhered to, minimizes the risk to an organization. The Town of Oro Valley's 2005 IT Strategic Plan a provides rovides a relatively sound explanation of what is needed to move their Information Technology Department forward. This IT strategic planregularly is re ularl reviewed and assessed to ensure that the IT infrastructure is alignedgrowth with the and changes that are inherent in the community and the supporting information technology network. This strategic plan includes the baseline information necessary properly to manage and maintain the IT systems in Oro Oro Valley Information Technology Department Assessment— Final 2 4$ k Tedv+0,090.Cs Wade. 64.7 Advancing Public- Health Outcomes Through Information Technology STC key demonstrating an understanding of issues and challenges. Specifically, this baseline information includes: • The history of the technology network • The planning process rocess to standardize and modernize technology • Several recommendedguidelines uidelines for the town's future technology to be sound providing detailed information from which STC found the 2005 Strategic Plan recommendations could be made. This further demonstrates that this plan has been a valuable resource. Updating the 2005 with recommendations presented herein will serve Because of their comprehensive a new baseline for a 2007 Plan. strategic plan, Oro Valle 's IT Department has adequately identified the technologies ies needed for the future. Y municipal growth and expansion. It be a component of IT growth and expansion should p is important that the strategic plan reflect how IT contextually fits into the overall p landscape of the town, ands compliment liment the growth plan for the civil municipality p functions. Future expandability for all aspects of the municipality will need to be addressed in the futureg s all IT strategic planning. Information Technology supports aspects of municipal function and should have corresponding plans for the future of: • Municipal Government • Extra Municipalities (Counties, States, etc.) • Public Services • Other Departments Ideally, plans should be in place to address how IT is affected with the different types of of a new employee, to the opening of a new building. As town growth, from the addition information technology is needed for all growth of the municipality, it needs to be budgeted accordingly. regular re ular infrastructure assessment, the IT Strategic Plan can smoothly carry the IT staff through the evolution of the town's growth. 4.0 Current Environment — Network infrastructure hardware consists mostly of a 3-Com current network switching infrastructure with routing and Internet connectivityhandled by Cisco devices. Network separation is o achieved using virtual local area network (V-LAN) technology and separate fiber optic pathways to locations. IP addressingscheme is used on the internal networks and a A private Internet Protocol ( ) good variety of other addressing methods help protect the network from the outside. SO* Oro Valley Information Technology Department Assessment— Final 3 kit.tAt Tirdwokip.Ctvp ro... Through Information Technology STCAdvancing Public Health Outcomes 9 for the Oro Valley IT The existing network infrastructuresystems is ample for their current needs, and is clearly well planned. Proper methods and technologies are in place to providehighly a hi hl stable, capable, and diverse technological environment. and is use to regularly assess the needs of the The IT Strategic Plan serves as a guide � infrastructure. The plan initiatives directly affect the system's needs including its growth and total cost of ownership.. The technology system is developed to allow for pending growth and to also a llow for effortless adaptations in new services and equipment. I follows a three-year replacement lifecycle for desktop computers. Oro Valley currently . bestpractices and is adequate. This is good, but may need to This adheres to standard replacements. revisited if three years is too long between upgrades or p lacements. STCr three-year replacement lifecycle recommends that a thre y should also be established fo pfrastructure hardware (routers,� network servers, internet connections, and core in ment . These systems are switches, and fiber optic equisimilarly impacted by age and) � e a performance. These systems also support more of the enterpris and as application software functionality increases, increases are also required to ensure performance. Careful hardware planning for the future on all levels (desktops, laptops, personal digital private(PDAs), servers, virtual network (VPN) devices, routers, switches, etc.) is necessary toensure the emphasis continues on user support and system performance. Expanding networkcapability ca abilit and adding network services will require the periodic evaluation of the current network infrastructure. Moving forward, technology issues that be planned for in the future that are especially important to address may need to performance and securityconcerns are summarized in the forthcoming sections: • Addressing • Hardware • Redundancy • Disaster Recovery 4.1 Addressing Network subnets should be shared when possible or beneficial, and separated when necessary toprotect departmental data and network resources. Separation prevents intrusion into sensitive areas and manyperformance bottlenecks may be avoided as well.Currently, some subnets are shared between departments but not all. As the town's IT needs grow more routers and managed switches should be added to further separate departments and logical segments. This will improve security and performance, as well as create a more secure IP addressing scheme. 6)" t4 Oro Valley Information Technology Department Assessment— Final 4 • k wnodk TfC.0.09491 Ctrpwiaa` • - Outcomes Through Information Technology . '� Advancing Public Health 9 STC 4.2 Hardware g New technologies will emerge and encroach upon network infrastructure creating the periodic need to reassess IT infrastructure. Laptops, PDA's, etc. are continually evolving pushdepartments new technologies that IT de artments into adapting and restructuring to allow for their use. 4.3 Redundancy communicate with many areas of the several fiber optic links to Oro Valley is utilizing p put network. This medium is considered the best choice for the demanding applications on municipal networks these days. The importance of high availability for a municipal network is tremendous. Redundancyor the availability of backup systems that perform du licate functions, in network links can help to provide this high h availability for critical p systems that cannot experience downtime without severe repercussions. Fiber optic pathways, and other types of communication cabling, are sometimes p damaged by unexpected events, causing major network outages. One way to improve the reliability of fiber optic pathways athwa s is to install and configure redundant links called failover links. These consist of a backup fiber for communication that automatically takes over in the event that the main pathway goes down or gets broken somehow. With an average downtime of milliseconds, failover links can dramatically improve system reliability. 4.4 Disaster Recovery An effective and efficient disaster recovery or business continuity plan is essential to protect the availabilityand stability of an organization's IT systems. This cannot be over emphasized—it a is dauntingtask and is usually very complicated; consequently, it is also very important for anyorganization to do. Currently, Oro Valley is in need of a disaster recovery plan and test process. Refer to Section 8.0 for more information on disaster recovery planning. Valley Information Technology Department Oro _ 1 Assessment— Fina 5 V Advancing Public Health Outcomes Through Information Technology STC5.0 Current Environment — Software Utilization Oro Valley has a variety of software in use and has done a good job of standardizing this environment. The Oro Department ValleyIT De artment utilizes the Microsoft Office Suite and will remain "locked" in to using Microsoft products. Additional software in use is: • Mobile Device Software • Desktop Software • Server Software Overall, the desktop software is consistently utilized and well managed. Oro Valley IT staff has an effective practice on standardizing software. However, there is some non- standardized ardized software in use by lower level users. Currently, the users have administrative permissions on their desktop computers and they have the ability to install software on their own. Oro Valley IT administrators currently request that they be compatibility with the system. With the user installs software to ensure consulted before proper planning, the software environment can grow in a well-controlled manner allowing the users to utilize what theyneed without creating a burden on the administrators. As of now, there is no software proliferation. Note: W9 e acknowledge the registration of all software products mentioned in this document and state that we are using the names only in an editorial fashion with no intention of infringement. 5.1 Mobile Device Software The mobile devices used include PDAs and non-standardized laptops. Laptops run Microsoft ft Windows XP Professional and utilize the same standard software as the desktop computers. PDAs run Microsoft Windows Mobile operating systems. p 5.2 Desktop Software The desktop computers uters are running Microsoft Windows operating systems. Most have p been upgraded from Microsoft Windows 2000 Professional to Microsoft Windows XP Professional; however, there are still a minimal number of desktops running Windows 2000. Caution should be exercised when considering upgrades to Windows Vista. This system is, as of this publication, untested in medium to large environments. It operating is foreseeable that upgrades at this time will have a relatively high cost on IT staff and userp erformance due to significant learning curves. Additionally there are numerous security andcompatibility com atibilit concerns which warrant detailed testing prior to deployment. 6)04.0 Oro Valley Information Technology Department Assessment— Final 6 4 1.04V.IN Tecty. Corpora.", Advancing?7› Public Health s, ` ' - Outcomes Through Information Technology • `� Sic Con Section 508 states, "Congress amended the Rehabilitation Act to require Federal and information technology to make their electronic accessible to people with disabilities" (http://section508._gov). Windows Vista appears to better meet thedoes not requirements of Section 508 when compared to Windows XP; however, this imply a necessary immediate conversion to Windows Vista. The cost of a large-scale upgrade, both monetarily and on current personnel resources, should justify an"undue research and consultation burden." on this topic should be done prior to Additional making a decision based on the requirements of Section 508. 5.3 Server Software Server operating systems are also Microsoft Windows. There is an integration of some Windows 2003 Server Standard computers and some 2003 Server Enterprise edition computers. provided software images are from the hardware/software vendor used by Oro Valley. There are two standard desktop images currently in use. A standard image is used for most desktops a police olice department (PD) image is used for the PD desktops. Oro Valley has standard softwarepackages acka es for the users, administrators, and specialized departments. These packages are listed under End-User, Administration, and Departmental categories. 5.3.1 Standardized End-User Software The standardized end-user software consists of the following: • Microsoft Office— used for all day to day business operations • McAfee AV suite—used for anti-virus protection • Acrobat Reader— used for viewing Portable Document Format(PDF) files Win-Zip• —compression ression software used to compress multiple files into one p • Internet Explorer—used as the default web browser 5.3.2 Standardized Administration Software The standardized administration software consists of the following: • SQL Server 2000— used as the enterprise database software • Ghost— used for disk imaging and backup utility • Front Page— used for Web design package SO* Oro Valley Information Technology Department Assessment— Final 7 10tik Te iv+o$O9Cr Cc*p Oo^ /1 P,STC Advancing Technology ''40circ public Health Outcomes Through 5.3.3 Standardized Departmental Software Onlycertain departments use the standardizeddepartment software which consists of the following: • Arc Software Suites (Arc ViewArc IMS, Arc GIS) — used for GIS. Arc GIS is , shared among all public services • pavement avement preservation and asset management Cartegraph— used us• ed Permits— for managing building permits and business licenses • Munis—used for ERP, HR, and Payroll • CUBIC—Water/Utility billing system • CrimeView— used for crime tracking and statistical analysis that house some of the data separate Shadow Systems Along with Munis data, there are Y from Munis. There is a need for specific Microsoft Access database projects. 6.0 Current Environment — GIS Systems Oro Valley appears to be among the leaders in the application of GIS in similarly sized communities. The emphasis on GIS is well justified through the invaluable information Spatial information that is accessible to city agencies. through GIS at the enterprise level supports decision processes and planning. The on-going evolution of GIS has proven valuable at all levels of leadership and the reliance on geographical information is increasing. Currently Oro Valley's GIS endeavors are on a departmental basis and that is creating some issues. In the current state of GIS in the Town, the incentives by departments to value of GIS. For maintain autonomy have eroded thea centralized model to be viable, the benefitsmust outweighthose that each offered by use of the Town's GIS Services department would haveacting byon its own. By centralizing and coordinating all artment, Oro Valley will be better able to departmental GIS personnel within the IT Dep maintenance by p generation, and data realize economies of scale for analysis, map offsettingor helping to coordinate departments GIS initiatives. 640 Oro ValleyInformation Technology Department Assessment— Final 8 • Scheme(!R/wwieS Corr"/o4VR Advancing4110:1 410.71 STCPublicHealth Outcomes Through Information Technology 7.0 Staffing aspects of support, maintenance, administration, and Overall, IT staffing affects all pp � e support to all system users, planning. The current IT staff continues to provid pp strategicp 9 given the in and implementing new systems for Oro Valley. However, expanding, p . services growth rate, current IT staff resources may become community and government insufficient to maintain the same service levels. A common perception amongIT staff members is that all IT departments are under multitude of tasks placed This is usually due to the on any one IT team member.suggest that the IT made by leadership, co-workers, and clients oftengg Assumptionstelecom or printer individuals have all of the answers; that they can fix any computer, plan issues; and still have time to for future initiatives. The fact is that supporting ued research, and patience. In requires diligence, continued any number of computer users q g g9 organizationsto work in rowan this is a difficult concept. It is not the most uncommon for IT staff a similar manner as medical staff in a triage center. Sorting out and prioritizing critical situations and applying theappropriate ro riate resolutions. Determining the appropriate s staffin numbers for an IT department requires researching the systems, number of 9 users, and scale of the tasks required. In the case of Oro Valley, the IT staffinglevels appear to be falling behind the goals set by both the IT department and the city leadership. In the last s growth has been couple p of years the city ents. In substantial warranting a review of staffing levels in all departm the near future there are plans to open new municipal infrastructure including a new municipal facility and a community Parks and Recreation center with a combined total town staff/computer of 200 plus additional users. Adequate IT staff should be brought on board to help in the building and support of these endeavors. resources that fall under the area of represents five key The following chart, (Figure 7-1) pincrease from the year 2000 to responsibility for the IT Department. The percentage of o and IT p Y printers 59/o, 2006 for each resource is: PCs 57%, laptops 82%, servers 58%,Support 43%, o respectively.. The average increase in hardware resources is 64/o compared to 43% growth in staff to support these items. OSO Oro Valley Information Technology Department Assessment-- Final 9 • Sc.Ncifk TeeMokire+CC P0'1Uw` 1; Advancing Public Health Outcomes Through Information Technology STC , " s Town of Oro ValleyInformation Technology Growth Departments 2000-2006 300- 250-' in a) i- 200 0 � o#PC a) OC 501 ■#Printers p A El#Laptops L � ❑#Servers a) I E 100-'^ 1 N ■#IT Support 50J 00 I N - ' dr 3.5 .o, 2 3 I 0 2006 2000 2002 2004 Year Figure 7-1: IT growth from the Year 2000 to 2006 (Not taken into account on the chart is the introduction of additional software solutions.) Support capability is very important ortant to an IT infrastructure as it grows. IT support takes time and diligence to accomplish and that reduces the time available for other important duties. Oro Valley currentlyuses the "sneaker net" to support users across all facilities meaning the administrator and technician walk from computer to computer and impacts the time available troubleshoot issues. This in itself for planning, maintenance of p existing systems, and implementation of new technologies. ValleyOK,* Information Technology Department Oro Assessment— Final 10 Sammafk Tedru Ve+C lews . , '. ./17bAff. ..c.', ',4'' '` Outcomes Through Information Technology sorc . Advancing Publiclea/th 7.1 Consolidate IT Staff Resources who display some It is not unusual to see individuals p y inclination toward computer awareness, be selected as local IT go-to persons. Though the short-term results of this action may appear helpful, this often results in the miss-configuration of systems and the creation of larger scale issues. The desirable action would be to bring individuals under the jurisdiction of the IT department in a full-time status or delegated part-time to ensure management and accountability of their IT activities by the IT Manager. Consolidating IT staff resources would aid in managing all IT specific human resources of t. The followingfigure (Figure 7-2) illustrates an organization chart the IT departmen g supportingindividuals focusing technologically trained and experienced on specific areas governmental responsibility to ensure all entities are operational. The top two levels are considered essential to meet current town needs, with the third level considered as a high recommendation. Figure 7-2: IT Staff Resources Organization Chart IT Director Oversees operations and documentation J I 1 Web Developer 1 Systems C Network (ThDatabase GIS Manger Administrator Specialist Administrator Administrator Manages GIS Creates/maintains Deploys/maintains Responsible for Deploys/maintain Projects/ web unique systems network resources s database Objectives resources sites/resources such as Law Enforcement J GIS Developer/ GIS Analysr------L-t 1Intern Position) Help Desk Tech Help Desk Tech/ Administrator Responsible for Content PC Support PC Support Management End user support End user support Develops and GIS data Mana 9 and issue tracking and issue tracking administers core collection and Aov ssowist withh GIS systems standardization asks Under a single Information Technology department, resources can be pooled creating a level of consistencymaintainable across multiple environments whereby effectively reducing strains related to system support. It was noted through interviews with the IT Director that several departments have their own homegrown IT administrators to support systems such as GIS and Law Enforcement, while also maintaining non-IT related duties. A recommended course of action would be to move these individuals under the IT department or staffingan additional IT employee to fulfill support requirements. By developing a coherent IT team to support the city's needs, critical information can be Oft)) Oro ValleyInformation Technology Department Assessment— Final 11 Scrrofk Y "° "Co-"sky. ��' Advancing Public Health Outcomes Through Information Technology STC rt individuals thus reducing potential liabilities. These more easily shared among IT support liabilities often arise in times of crisis involving the unavailability of key personnel. Through combining resources, IT members are better equipped to support the whole environment. It is not realistic to assume one or even two individuals will have the all needs of knowledge or time necessary to supporta department. It is also established that total cost of ownership. A by- productthat disparate IT support resources actually increase establishment of IT i consolidation is that it normally allows the formal est of this standards which is essential in reducing the costs of maintaining systems. 7.2 IT Help Desk Resources of a formal help STC recommends the implementationdesk software solution to include assigned help desk staff who will dramatically improve IT support, e administrator to spenddesk h, freeing up the will more time on administrative duties. A good help e prioritize IT issues resulting in a more efficient resolution of issues. Recommended solutions should also include resources for email notification and the generation of reports such as, times to assignment/resolution/work si nment/resolution/work completed, number of issues, types s prove to be an invaluable tool to etc. Generated report of issues, priority levels, support.the accuracy of decisions made that affect IT 7.3 Staff Training Documentation and training are essential to IT staff success. The enlistment of new staff requires diligence and supervision to become proficient. Each organization has its unique systems and approaches for maintaining staff and support. This needs to be passed on to new members of the team to benefit the whole. Skill sets such as communication through oral and written means is just as essential as the technical knowledge. An ongoing training program to include supporting IT certifications should be made available to professionals supporting the IT environment. 8.0 Disaster Recovery the abilityto restore a A Disaster Recovery Plan (DRP) ensures given system after and recoveryplan, events such as a fire or flood. With a proper disaster catastrophic usinga step-by-step document that lays out all of the administrators can rebuild systems Valley's existing disaster necessary actions for getting systems back online. OroY n ry planning improvement benefit from some in this area. Good disaster recovery planningshould include step-by-step instructions on how to rebuild, reinstall, reconfigure, and replace all aspects of IT systems from computers and servers and their respective software environments, to network hardware and outside SO* Oro Valley Information Technology Department Assessment— Final 12 Std TedwAolpef€(sp°"° ' , Through Information Technology ` Advancing Pudic Health Outcomes 9 STC also include a regular connections to the network. A good DRP should assessment and properly through to ensure it is able to guide an administratorp p evaluation of the planwayto assess the DRP is to regularly test all restoring the given systems. The best work and also to see how of the plan. Running tests.to see if the restoresteps its portions accomplish willprove the validity of the plan and demonstrate long it takes to weaknesses allowing the IT department to adjust as necessary. implemented All networks should have a recovery plan and tested regularly. The plan should include the following: Adequate• backupcapacity for essential data • Detailed recovery plan • Secondary recovery plan • Regular testing schedule 8.1 Adequate Backups All data should be backed up in more than one location so it can be readily available get destroyed. Two types of data are essential for a even if the main backup systems y system-wide restore to work. You must have all computer data, (server backups, data all network hardware and you must also have data (router and switchan off-site backup planch cconfigurations). location is a necessary part to any Having cation and retrieval instructions should be clearly recovery plan. The offsite to documented. 8.2 Detailed Recovery Plan The DRP should consist of step-by-step"how to" instructions on repairing/rebuilding hard ware/software are many after a disaster. There disaster recovery options depending on the business needs. • Hot Disaster Recovery Plan • Warm Disaster Recovery Plan • Cold Disaster Recovery Plan 8.2.1 Hot Disaster Recovery Plan Option DRP" implemented to ensure fast recovery A"Hot can be of systems. This is the cp method uses a secondary system that is"hot" and ready ostliest o tion, but also the most prepared. This c could be redirected to be utilized. In the event of a disaster, all traffic to the secondary system and little time would be seen. 6040 Oro Valley Information Technology Department Assessment— Final 13 Tecliookrypet �� 4 *0;1C �°' Advancing Public Health Outcomes Through Information Technology STC : 8.2.2 Warm Disaster Recovery Plan Option DRP" if there are other systems available that can take The "Warm method can be used on the role of the "downed" systems. By installing the software and configuring a clone environment, down time can be kept to a minimum., 8.2.3 Cold Disaster Recover Plan Option "Coldmost time and requires the most work. With this The DRP" method takes the systems would need to be set up and configured. Functionality will most all method, likely come from a restored backup. 8.3 Secondary Recovery Plan Disaster recovery should cover all possibilities of a disaster and should point to proper done. A secondary depending on the damage plan is necessary in case the main Ian will not function for one reason or another For example, the secondary plan p could be one of the other plan types or a hybrid configuration. 8.4 Regular Testing Schedule be tested and DRP is a living document shouldand updated on a regular basis. Ad review is necessary to keep biannual testing schedule is standard. Proper testing an the plan up-to-date as systems � through the whole process of getting systemsup change. A good test walks the administrator 9 back and running from a "downed" state and restoring necessary data to allow for user access. it Training9.0 Munlcipall y and Staff held for both the Regular training sessions should beusers and IT staff. Users benefit from trainingon many levels as does the IT staff. The more a user knows about their systems and how to procan be. leverage all functionality, the more productivethey fewer support calls, which often result in outcomes that are Trained users also result in pp user training oriented and not actually technical in nature. It is recommended that users be trained in basic best practices for both computer use and user security. Training opportunities should be available on a regular basis or as pp thins change within the infrastructure. Specific training examples are included in the 9 forthcoming paragraphs. OC-7141 Oro Valley Information Technology Department Assessment— Final 14 � / 1 '� 41111;:• Advancing Public Health Outcomes Through Information Technology STC 9.1 Software Training automation application training includes office tools, communication, and specific hes stems they use to perform applications. Often application users are proficient int y adsheets, ions while not as proficient in standard word processing, spr their daily functions email, and presentation tools. A formal software-training program that addresses both basic and advance users should be available. 4. 9.2 Computer Use Best Practices Training IT staff should implement computeruse policies olicies for their users to follow. Deciding on what is allowable and what is not allowable may not alwas Y be an easy task, but it is worth the work. defines Havingstandards on the network detailing what is acceptable good user practices. Being trained in computer use best practices, users can help keep the integrityof the systems and data intact as they dos some ptraining in use and best practices protecttheir work. Proper also helps the network from unnecessary outages, security issues, and repetitive support issues. 9.3 SecurityBest Practices Training Users that have no training in basic user security are not as careful as they need to be. Users should be trained in basic securitypractices for web browsing, email, VPN access( pp if applicable), passwords, and file system security. Propersecurity training can really help a system stay protected on the internet. from the malicious users and hackers out g Users that are unaware of the dangers can and most likely will unknowingly cause issues and security breaches on the network. 9.4 Staff Data Backup Training Currently there are no backups done to client computers. All the staff's data backups are done on the servers. All users have a "Home Folder" on a server and their data is backed up from there makingit easier on the IT staff to backup and centralize data. through a world The backup methods have goneof change since the inception of the g size network and will continue to evolve as the data S1Z grows and the user needs becomend more x. The backup facilities more comple will become more demanding a es brequiring the IT staff to implement better and more sophisticated as time go y ver-changingprocess and should be monitored closely. powerful solutions. This is an e Or4t5 Oro ValleyInformation Technology Department Assessment— Final 15 T tchnoiogies Corpowsolow. 4 '' Advancing public Health Outcomes Through Information Technology surc to GIS/Mapping Data 10.0 Consol�da Consolidating GIS and mapping enterprise data within the town will promote coordination and project collaboration at all levels. maintenance, and alignment of GIS data collection, the collection of GIS data, akin it easier for Town staff share and coordinatedelivery of Town By making will helpto improve decision making and the deli ry centralized GIS Services services. Centralized GIS Services will also help to maximize cost efficiencies while reducing duplication and allow departments to better allocate their data resources. Below are a f ew areas that should see some attention in the future. 10.1 Infrastructure Infrastructure is necessary to maintain GIS systems. As a repository for information, the data will grow proportionately databases responsible for storing both graphic and layer to present p the city. The systems required for storage, to process, and with the growth of y GIS system will continue to change. Storage capacity, data contained within the Y ever-expanding rocessin power, and network bandwidth are all ers to su ort processing gconsiderations with the recommends the continued centralization of GIS data sere pp system. STC the growing need for spatial information. 10.2 Staffing Human resources needed to maintain centralized GIS systems are critical to success. develop, and restore systems is a valuable The knowledge necessary to utilize, p al resource. Utilizing a GIS Manager and existing GIS Analyst positions, the IT Department can implement a matrix staffing matrix reporting model for GIS. This model will utilize a Town departments. By centralizing and coordinating all structure and will serve all p Oro Valleywill be better able to realize economies of scale for analysis, map g departmental GIS personnel within the IT Department, generation, and data maintenanceby offsetting helping or hel ing to coordinate departments GIS initiatives. The use of interns to augment staffingprovides a low cost alternative to provide assistance in meeting project deadlines. 10.3 Access/Retrieval of Information Y relies heavil on the transmission of large sets of data over The effective utilization of GIS network ork resources between desktops clients, mobile devices, and servers. Ensuring access to these systems will relyheavily on available network bandwidth. It is in the use of GIS will be tied to the town's growth and reasonable to assume growth should be monitored with appropriate plans in place to secure future town needs. STC 0€00 Oro Valley Information Technology Department Assessment— Final 16 Some&Trc d+,4Ov 1 Comoro*. laDV -V4IVAdvancing public Health Outcomes Through Information Technology STC recommends open communications between GIS users and IT staff to effectively monitor system integrity. 11.0 Oro Valley Initiatives primary Valley has chosen five IT initiatives asp Y 9oals that information technology will help to achieve. These initiatives are: • Create an E -Government Portal —To allow for twenty-four(24) hour government providinga wide range of services available on the web. • Develop an Enterprise GIS System — Provides opportunities, through p reduce costly duplication centralization of resources, to and provide for enhanced public policy decision-making through the sharing and use of common data. • Develop Enterprise Resource Planning System—To integrate/update Financial and Human Resource applications. • Implement Electronic Records and Asset/Inventory Management Systems— To manage document retention and tracking, as well as develop inventory and asset tracking systems. • Empower and Educate Town Officials—To Provide and promote ongoing training to ensure a competent and well-trained workforce. ntprogress in accomplishing these initiatives, specifically: Oro Valley has made significa • Oro Valley's web endeavors are becoming reality with the addition of new functionalityincluding streaming audio and GIS maps available. • A new employee gaining room has been implemented with training workstations set up for technology learning. • Work has begun on developing the enterprise resource planning system which will be implemented soon. As these projects expand, new resources are allocated to the other key initiatives the information technology environment will be required to expand. It is important to not of support and performance existing services' levelspp by directing resources into new projects without sufficient backup for current activities. The continued expansion toward these goalsq grow 10%-15% will require the IT environment within Oro Valley to per year. OCIK) Oro Valley Information Technology Department Assessment— Final 17 kJ,iI a Trct,no ooles Cm:wo ' • f ` . } Advancing iOutcomes Through information Technology Public Health 9 STC 12.0 Summary Oro Valley's desire to fulfill its initiatives and goals can only be attained through proper administration and support of their robust information environment. This environment can help to carryValley Oro through many years of business if proper management continues. The informationprovided rovided in this document can serve as help to accomplish the initiatives and goals set bythe Oro Valley Information Technology team. Additionally, this document can serve as reference to aid in the creation of Oro Valley's next IT Bycontinuingcurrent practices and following STC's recommendations, Strategic Plan Oro Valley can build easilyon their mission and vision for their information technology environment. 60^0-3 Oro Valley Information Technology Department Assessment— Final 18 Stoma"'tar+ i CorVw+a' �� Information Technology 3 s +�. �. Advancing Public Health Outcomes Through STC 13.0 References "GISCityGovernment." 2006. Barbu, D. & Cumblidge, S., for a Small � 16 Dec. 2006:// <http 9 is.esri.com/library/userconf/proc02/pap0943/p0943.htm>. 508." 2006. 16 Mar. 2007. <http://section508.gov/>. United States Government. ��Section 14.0 Appendices 14.1 Acronyms and Definitions The following table contains acronyms and definitions used throughout this document. Table 14-1: Acronyms and Definitions ACRONYM DEFINITION DRP Disaster Recovery Plan ERP Enterprise Resource Planning GIS Geographic Information Systems HR Human Resources IP Internet Protocol IT Information Technology ITAAM Information Technology Alternative Assessment Methodology PC Personal Computer PD Police Department PDA Personal Digital Assistant PDF Portable Document Format SOP Standard Operating Procedures 00:5)00 Oro Valley Information Technology Department Assessment— Final 19 ----:- $ %MIR TFd y a11 *x47 , �410/. ,'�'i -; s - Through Information Technology ''` �anc�nu�biic Health Outcomes Thr g A g STC ACRONYM DEFINITION STC Scientific Technologies Corporation i VPN Virtual Private Network V-LAN Virtual Local Area Network 15.0 Regional Collaboration to the STC was unable to locate any specific referencesorganized collaboration of local and regionalmunicipalthis would greatly benefit all organizations. It is our belief that of parties involved in the sharing of resources to include idea generation, collaboration ideas, compatibility oy f systems, discussion of government initiatives, etc. Recommendations here would includequarterly uarterly meetings to address current initiatives, A good starting point would be review projects, and address future technology trends. the followingweb site: http://www.aztechcouncil.o1-g. SO)* Oro Valley le y Information Technology Department Assessment-- Final 20 O ::,,,,,,,;,,,,,,,,21:,,...,..,,,4.....,,,,,,,,,,'",,,-;:.;0.,,,,,..„,,,,...„....,.. 4 , . 1t °r . ',, -, '.''.-.,.'.':' ''''. ' _ " - -s,, ,./,..,,,..,,;,...,. ,,,,,_,,,, .NO ., -..,#,,,;:':'.''''..,.''' . 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Submitted by: Scientific Technologies Corporation 4400 East Broadway Blvd., Suite 705 Tucson,AZ 85711 , Phone 520.202.3333 4111 , Advancing Pub/ I ea f th Outcomes Through Information Technology 14,„,,,,, STC Table o 1.0 Executive Summary 1 1.1 Recommendation 1 -IT Staffing 1 1.2 Recommendation 2- Implement Support Solutions 1 1.3 Recommendation 3-Training/Education 1 1.4 Recommendation 4-Hardware, Software, and Enterprise Data 2 2.0 Introduction 2 3.0 Preparing for the Future-The Strategic Plan 2 4.0 Current Environment-Network Infrastructure 3 4.1 Addressing 4 4.2 Hardware 5 4.3 Redundancy 5 4.4 Disaster Recovery 5 5.0 Current Environment-Software Utilization 6 5.1 Mobile Device Software 6 5.2 Desktop Software 6 5.3 Server Software 7 5.3.1 Standardized End-User Software 7 5.3.2 Standardized Administration Software 7 5.3.3 Standardized Departmental Software 8 6.0 Current Environment-GIS Systems 8 7.0 Staffing 9 7.1 Consolidate IT Staff Resources 11 SIN, 7.2 IT HelpDesk Resources 12 7.3 Staff Training 12 8.0 Disaster Recovery 12 8.1 Adequate Backups 13 8.2 Detailed Recovery Plan 13 8.2.1 Hot Disaster Recovery Plan Option 13 8.2.2 Warm Disaster Recovery Plan Option 14 8.2.3 Cold Disaster Recover Plan Option 14 8.3 Secondary Recovery Plan 14 8.4 Regular Testing Schedule 14 9.0 Municipality Training and Staff 14 9.1 Software Training 15 9.2 Computer Use Best Practices Training 15 9.3 Security Best Practices Training 15 9.4 Staff Data Backup Training 15 10.0 Consolidate GIS/Mapping Data 16 10.1 Infrastructure 16 10.2 Staffing 16 10.3 Access/Retrieval of Information 16 11.0 Oro Valley Initiatives 17 12.0 Summary 18 0-7i- 4, iliiirr Oro Valley Information Technology Department Assessment-Final ii Swrnr�e�►wnn►r�€rra+r+1rY � r ,..< ,. T C Advancing Public J lealth Outcomes Through Information Technology i A Y t 13.0 References 19 14.0 Appendices 19 14.1 Acronyms and Definitions 19 15.0 Regional Collaboration 20 List of Figures Figure 7-1: IT growth from the Year 2000 to 2006 10 Figure 7-2: IT Staff Resources Organization Chart 11 List of Tables Table 12-1: Acronyms and Definitions 19 Oro Valley Information Technology Department Assessment—Final iii 34 74.Dkvhti7+r•pMC*pwxsxr `40, 440:, ‘410;'' - publicreformation Advancing Health Outcomes Through Technology 40, sirc 1.0 Executive Summary Oro Valley has a sound information technology infrastructure and processing systems environment. The 2005 Strategic Plan in use sets a course for the IT department that has and can continue to guide Oro Valley into the future. The planned initiatives are both extremely important and typical of similarly sized municipalities. In STC's effort to assess the strategic plan and current technical environment of Oro Valley, we have developed a number of recommendations that would enhance various components of the environment to include: • IT Staffing • Support Solutions • Training/Education • Hardware, Software, and Enterprise Data 1.1 Recommendation 1 - IT Staffing • Develop a centralized IT organization with specific roles identified to support applications, development, data and infrastructure. • Increase IT staffing proportionally from 3.5 percent to match the growth rate of Navy systems which has historically been 15.5 percent a year. 1.2 Recommendation 2 -- Implement Support Solutions • Develop a complete Disaster Recovery Plan (DRP) based on currently deployed systems. • Implement an IT Help Desk solution to track the creation and resolution of all reported issues. • Creation of IT Standard Operating Procedures (SOP) to be used as a reference for both IT staff and system end users. 1.3 Recommendation 3 -- Training/Education • Continue ongoing workforce training to include best practices for systems use and security. • Participate in a countywide IT information-sharing forum. OKI* Oro Valley Information Technology Department Assessment— Final 1 4*:SIC ' Health Outcomes Through Information Technology Advancin 'lfuL lic 9 '4' ) •SSI. lw N 1.4 Recommendation 4 -- Hardware, Software, and Enterprise Data • Establish three-year upgrade cycle for servers, routers, and other key enterprise processors. • Consolidate data to be used across the organization, most notably data used in support of GIS/mapping applications. 2.0 introduction In November, 2006, the Town of Oro Valley, Arizona requested Scientific Technologies Corporation (STC) to review and assess the town's 2005 Information Technology (IT) Department. This document is a compilation of a review of the town's current IT environment, their 2005 IT Strategic Plan, and the resultant recommendations. STC utilizes the Information Technology Alternative Assessment Methodology (ITAAM) when conducting technology-needs based assessments. This methodology uses information gathered through several sources including interviews, document reviews, and an understanding of best current practices. For the Oro Valley IT Needs Assessment, STC conducted an interview with Kevin Verville, Oro Valley's current IT Director. STC personnel also reviewed the existing documentation contained in the 2005 IT Strategic Plan. After a thorough review of all documentation, STC concluded that the overall IT environment in the Town of Oro Valley is sound, adheres to a well-defined plan, and when mapped to other communities' information systems, is comparable. This report summarizes the STC recommendations for the Oro Valley's technical infrastructure and resources, and can be used to support an update to the 2005 IT plan. Refer to Appendix 13.1 for a list of acronyms and terms used throughout this document. 3.0 Preparingfor the Future — The Strategic Plan The current Oro Valley 2005 IT Strategic Plan clearly illustrates goals and objectives, vision, and plan. This plan is valuable as information technology is a dynamic field which requires constant due diligence. An IT plan creates a roadmap for"action" and when adhered to, minimizes the risk to an organization. The Town of Oro Valley's 2005 IT Strategic Plan also provides a relatively sound explanation of what is needed to move their Information Technology Department forward. This IT strategic plan is regularly reviewed and assessed to ensure that the IT infrastructure is aligned with the growth and changes that are inherent in the community and the supporting information technology network. This strategic plan includes the baseline information necessary to properly manage and maintain the IT systems in Oro 446 Oro Valley Information Technology Department Assessment— Final 2 SE VP4.14 hcM+ukoves Corpora „..,,'. " Lir STC Health Outcomes Through Ad�rancing�ub�ic Information Technology Valley demonstrating an understanding of key issues and challenges. Specifically, this baseline information includes: • The history of the technology network • The planning process to standardize and modernize technology • Several recommended guidelines for the town's future technology STC found the 2005 Strategic Plan to be sound providing detailed information from which recommendations could be made. This further demonstrates that this plan has been a valuable resource. Updating the 2005 with recommendations presented herein will serve as a new baseline for a 2007 Plan. Because of their comprehensive strategic plan, Oro Valley's IT Department has adequately identified the technologies needed for the future. IT growth and expansion should be a component of municipal growth and expansion. It is important that the strategic plan reflect how IT contextually fits into the overall landscape of the town, and should compliment the growth plan for the civil municipality functions. Future expandability for all aspects of the municipality will need to be addressed in the future IT strategic planning. Information Technology supports all aspects of municipal function and should have corresponding plans for the future of: • Municipal Government • Extra Municipalities (Counties, States, etc.) • Public Services • Other Departments Ideally, plans should be in place to address how IT is affected with the different types of town growth, from the addition of a new employee, to the opening of a new building. As information technology is needed for all growth of the municipality, it needs to be budgeted accordingly. With regular infrastructure assessment, the IT Strategic Plan can smoothly carry the IT staff through the evolution of the town's growth. 4.0 Current Environment — Network Infrastructure The current network hardware consists mostly of a 3-Corn switching infrastructure with routing and internet connectivity handled by Cisco devices. Network separation is achieved using virtual local area network (V-LAN) technology and separate fiber optic pathways to locations. A private Internet Protocol (IP) addressing scheme is used on the internal networks and a good variety of other addressing methods help protect the network from the outside. 640 Oro Valley Information Technology Department Assessment— Final 3 1R rmAt 1 rciv++alargrr x f t0,r►tsw+ N' 7 u;, Health111) STC Outcomes Through Advancing Public Information Technology The existing network infrastructure for the Oro Valley IT systems is ample for their current needs, and is clearly well planned. Proper methods and technologies are in place to provide a highly stable, capable, and diverse technological environment. The IT Strategic Plan serves as a guide and is used to regularly assess the needs of the infrastructure. The plan initiatives directly affect the system's needs including its growth and total cost of ownership. The technology system is developed to allow for pending growth and to also allow for effortless adaptations in new services and equipment. Oro Valley currently follows a three-year replacement lifecycle for desktop computers. This adheres to standard best practices and is adequate. This is good, but may need to be revisited if three years is too long between upgrades or replacements. STC recommends that a three-year replacement lifecycle should also be established for network servers, internet connections, and core infrastructure hardware (routers, switches, and fiber optic equipment). These systems are similarly impacted by age and performance. These systems also support more of the enterprise and as application software functionality increases, increases are also required to ensure performance. Careful hardware planning for the future on all levels (desktops, laptops, personal digital assistants (PDAs), servers, virtual private network (VPN) devices, routers, switches, etc.) is necessary to ensure the emphasis continues on user support and system performance. Expanding network capability and adding network services will require the periodic evaluation of the current network infrastructure. Moving forward, technology issues that may need to be planned for in the future that are especially important to address performance and security concerns are summarized in the forthcoming sections: • Addressing • Hardware • Redundancy • Disaster Recovery 4.1 Addressing Network subnets should be shared when possible or beneficial, and separated when necessary to protect departmental data and network resources. Separation prevents intrusion into sensitive areas and many performance bottlenecks may be avoided as well. Currently, some subnets are shared between departments but not all. As the town's IT needs grow more routers and managed switches should be added to further separate departments and logical segments. This will improve security and performance, as well as create a more secure IP addressing scheme. 6410 v- Oro Valley Information Technology Department Assessment—Final 4 '"1` 4110; C STC Technology Public Health Outcomes Through Information 4.2 Hardware New technologies will emerge and encroach upon network infrastructure creating the periodic need to reassess IT infrastructure. Laptops, PDA's, etc. are continually evolving into new technologies that push IT departments into adapting and restructuring to allow for their use. 4.3 Redundancy Oro Valley is utilizing several fiber optic links to communicate with many areas of the network. This medium is considered the best choice for the demanding applications put on municipal networks these days. The importance of high availability for a municipal network is tremendous. Redundancy or the availability of backup systems that perform duplicate functions, in network links can help to provide this high availability for critical systems that cannot experience downtime without severe repercussions. Fiber optic pathways, and other types of communication cabling, are sometimes damaged by unexpected events, causing major network outages. One way to improve the reliability of fiber optic pathways is to install and configure redundant links called failover links. These consist of a backup fiber for communication that automatically takes over in the event that the main pathway goes down or gets broken somehow. With an average downtime of milliseconds, failover links can dramatically improve system reliability. 4.4 Disaster Recovery An effective and efficient disaster recovery or business continuity plan is essential to protect the availability and stability of an organization's IT systems. This cannot be over emphasized it is a daunting task and is usually very complicated; consequently, it is also very important for any organization to do. Currently, Oro Valley is in need of a disaster recovery plan and test process. Refer to Section 8.0 for more information on disaster recovery planning. GOO Oro Valley Information Technology Department Assessment— Final 5 V.*monk tmtw.neorts Cco,Aro' Advancingsirc Public Health Outcomes Through Information Technology 5.0 Current Environment — Software Utilization Oro Valley has a variety of software in use and has done a good job of standardizing this environment. The Oro Valley IT Department utilized the Microsoft Office Suite and will remain "locked" in to using Microsoft products. Additional software in use is: • Mobile Device Software • Desktop Software • Server Software Overall, the desktop software is consistently utilized and well managed. Oro Valley IT staff has an effective practice on standardizing software. However, there is some non- standardized software in use by lower level users. Currently, the users have administrative permissions on their desktop computers and they have the ability to install software on their own. Oro Valley IT administrators currently request that they be consulted before the user installs software to ensure compatibility with the system. With proper planning, the software environment can grow in a well-controlled manner allowing the users to utilize what they need without creating a burden on the administrators. As of now, there is no software proliferation. Note: We acknowledge the registration of all software products mentioned in this 460 document and state that we are using the names only in an editorial fashion with no intention of infringement. 5.1 Mobile Device Software The mobile devices used include PDAs and non-standardized laptops. Laptops run Microsoft Windows XP Professional and utilize the same standard software as the desktop computers. PDAs run Microsoft Windows Mobile operating systems. 5.2 Desktop Software The desktop computers are running Microsoft Windows operating systems. Most have been upgraded from Microsoft Windows 2000 Professional to Microsoft Windows XP Professional; however, there are still a minimal number of desktops running Windows 2000. Caution should be exercised when considering upgrades to Windows Vista. This operating system is, as of this publication, untested in medium to large environments. It is foreseeable that upgrades at this time will have a relatively high cost on IT staff and user performance due to significant learning curves. Additionally there are numerous security and compatibility concerns which warrant detailed testing prior to deployment. 60e New Oro Valley Information Technology Department Assessment— Final 6 loom" ftheweDrtf Corpou 0. c' � ♦,f' t V41110.7 ." 401110;01STC Through Advancing Public Health Outcomes Th h Information Technology g Section 508 states, "Congress amended the Rehabilitation Act to require Federal agencies to make their electronic and information technology accessible to people with disabilities" (http://section508.gov). Windows Vista appears to better meet the requirements of Section 508 when compared to Windows XP; however, this does not imply a necessary immediate conversion to Windows Vista. The cost of a large-scale upgrade, both monetarily and on current personnel resources, should justify an "undue burden." Additional research and consultation on this topic should be done prior to making a decision based on the requirements of Section 508. 5.3 Server Software Server operating systems are also Microsoft Windows. There is an integration of some Windows 2003 Server Standard computers and some 2003 Server Enterprise edition computers. Standard software images are provided from the hardware/software vendor used by Oro Valley. There are two standard desktop images currently in use. A standard image is used for most desktops and a police department(PD) image is used for the PD desktops. Oro Valley has standard software packages for the users, administrators, and specialized departments. These packages are listed under End-User, Administration, and Departmental categories. Now 5.3.1 Standardized End-User Software The standardized end-user software consists of the following: • Microsoft Office— used for all day to day business operations • McAfee AV suite— used for anti-virus protection • Acrobat Reader— used for viewing Portable Document Format(PDF) files • Win-Zip—compression software used to compress multiple files into one • Internet Explorer— used as the default web browser 5.3.2 Standardized Administration Software The standardized administration software consists of the following: SQL Server 2000— used as the enterprise database software • Ghost—used for disk imaging and backup utility • Front Page—used for Web design package 6440 Now Oro Valley Information Technology Department Assessment—Final 7 la worm"Tt4uhoolo(rta Capwatto+\ 4.*?. r 'k t :'m,STC .. TechnologyInformation 5.3.3 Standardized Departmental Software Only certain departments use the standardized department software which consists of the following: • Arc Software Suites (Arc View, Arc IMS, Arc GIS)— used for GIS. Arc GIS is shared among all public services • Cartegraph— used for pavement preservation and asset management • Accela Permits— used for managing building permits and business licenses • Munis—used for ERP, HR, and Payroll • CUBIC—Water/Utility billing system • CrimeView— used for crime tracking and statistical analysis Along with Munis data, there are Shadow Systems that house some of the data separate from Munis. There is a need for specific Microsoft Access database projects. 6.0 Current Environment — GIS Systems Oro Valley appears to be among the leaders in the application of GIS in similarly sized communities. The emphasis on GIS is well justified through the invaluable information 'ter provided to city agencies. Spatial information that is accessible through GIS at the enterprise level supports decision processes and planning. The on-going evolution of GIS has proven valuable at all levels of leadership and the reliance on geographical information is increasing. Currently Oro Valley's GIS endeavors are on a departmental basis and that is creating some issues. In the current state of GIS in the Town, the incentives by departments to maintain autonomy have eroded the value of GIS. For a centralized model to be viable, the benefits offered by use of the Town's GIS Services must outweigh those that each department would have by acting on its own. By centralizing and coordinating all departmental GIS personnel within the IT Department, Oro Valley will be better able to realize economies of scale for analysis, map generation, and data maintenance by offsetting or helping to coordinate departments GIS initiatives. SOSO New Oro Valley Information Technology Department Assessment— Final 8 S+rr+w..1.hrokviro Ceepa 4100;'S/ 'STC - Outcomes Through Information Technology Advancing Public Health 9 7.0 Staffing Overall, IT staffing affects all aspects of support, maintenance, administration, and strategic planning. The current IT staff continues to provide support to all system users, 9 expanding, and implementing new systems for Oro Valley. However, given the community and government services growth rate, current IT staff resources may become insufficient to maintain the same service levels. A commonp erception among IT staff members is that all IT departments are under staffed. This is usually due to the multitude of tasks placed on any one IT team member. Assumptions made by leadership, co-workers, and clients often suggest that the IT individuals have all of the answers; that they can fix any computer, telecom, or printer related issues; and still have time to plan for future initiatives. The fact is that supporting anynumber of computer users requires diligence, continued research, and patience. In p organizations growinganizations this is a difficult concept. It is not uncommon for IT staff to work in g a similar manner as medical staff in a triage center. Sorting out and prioritizing the most critical situations and applying the appropriate resolutions. Determining the appropriate staffing numbers for an IT department requires researching the systems, number of users, and scale of the tasks required. In the case of Oro Valley, the IT staffing levels appear to be falling behind the goals set byboth the IT department and the city leadership. In the last couple of years the city's g rowth has been substantial warranting a review of staffing levels in all departments. In the near future there are plans to open new municipal infrastructure including a new municipal facilityand a community Parks and Recreation center with a combined total p potential of 200 plus additional town staff/computer users. Adequate IT staff should be brought on board to help in the building and support of these endeavors. The following chart, (Figure 7-1) represents five key resources that fall under the area of responsibility for the IT Department. The percentage of increase from the year 2000 to p Y 2006 for each resource is: PCs 57%, laptops 82%, servers 58%, printers 59%, and IT Support 43%, respectively. The average increase in hardware resources is 64% compared to 43% growth in staff to support these items. 6063 Oro Valley Information Technology Department Assessment— Final 9 Sch..d,tot..A 01.Ca'por.JQ' k ,� ::**4:* .:' , c (. 1 ), ' '' `' if — Through Information Technology AdvancingeuLlk Health Outcomes ....., STC, Town of Oro Valley Information Technology Growth -All Departments 2000-2006 300-' 250-' /w a, W t L 200-7 s o cn a) 150-' ❑#PC ■#Printers O ■#Laptops ANIMMIr -sa #Servers -- � E 100 N •■#IT Support 50-7- o h. `o N d' a f 2 co co .5 2000 2002 2004 2006 Year Figure 7-1: IT growth from the Year 2000 to 2006 (Not taken into account on the chart is the introduction of additional software solutions.) Support capability is important to an IT infrastructure as it grows. IT support takes p Y very time and diligence to accomplish and that reduces the time available for other important duties. Oro Valleycurrently uses the "sneaker net" to support users across all facilities meaning the administrator and technician walk from computer to computer and troubleshoot issues. This in itself impacts the time available for planning, maintenance of existing systems, and implementation of new technologies. 00#0 Oro Valley Information Technology Department Assessment—Final 10 14lime Trrhn oolpe+Co,w++000 w . '' ,r' , , ' 1 ` ��w Outcomes Through Information Technology Advancing public Health9 ......r sirc 7.1 Consolidate IT Staff Resources It is not unusual to see individuals who display some inclination toward computer awareness, be selected as local IT go-to persons. Though the short-term results of this action may appear ear helpful, this often results in the miss-configuration of systems and the creation of larger scale issues. The desirable action would be to bring individuals under the jurisdiction of the IT department in a full-time status or delegated part-time to ensure management and accountability of their IT activities by the IT Manager. Consolidating IT staff resources would aid in managing all IT specific human resources of Co g 7-2) illustrates an organization chart the IT department. The following figure (Figure 9 supporting technologically trained and experienced individuals focusing on specific areas pp g of responsibility to ensure all governmental entities are operational. The top two levels p Y are considered essential to meet current town needs, with the third level considered as a high recommendation. Figure 7-2: IT Staff Resources Organization Chart IT Director Oversees operations and documentation \ I Network 1 1 1 I 1 Database 1 GIS Manger Web Developer/ I Systems Administrator Administrator Manages GIS Administrator Specialist Responsible for Deploys/maintain Projects/ Creates/maintains Deploys/maintains network resources s database Objectives web unique systems resources sites/resources such as Law \ ) \ J Enforcement Help Desk Tec h/ Hel Desk Tech/ GIS Developer 1 1--G-1;Analyst Intern Position p PC Support PC Support Administrator Responsible for Content End user support End user support Develops and GIS data Management and issue tracking and issue tracking administers core collection and Assist with GIS systems standardization overflow tasks } \__ i \ J \ } \ J Under a single Information Technology department, resources can be pooled creating a level of consistency maintainable across multiple environments whereby effectively reducing strains related to system support. It was noted through interviews with the IT Director that several departments have their own homegrown IT administrators to support systems such as GIS and Law Enforcement, while also maintaining non-IT related duties. A recommended course of action would be to move these individuals under the IT department or staffing an additional IT employee to fulfill support requirements. By developing a coherent IT team to support the city's needs, critical information can be p 9 640 Oro Valley Information Technology Department Assessment—Final 11 t s `"'STC AdvancingPublicOutcomes Through Information Technology Health 9 more easily shared among IT support individuals thus reducing potential liabilities. These liabilities often arise in times of crisis involving the unavailability of key personnel. Through combiningresources, IT members are better equipped to support the whole environment. It is not realistic to assume one or even two individuals will have the knowledge e or time necessary to support all needs of a department. It is also established that disparate IT support resources actually increase the total cost of ownership. A by- product of this consolidation is that it normally allows the formal establishment of IT standards which is essential in reducing the costs of maintaining systems. 7.2 IT Help Desk Resources STC recommends the implementation of a formal help desk software solution to include assigned help desk staff who will dramatically improve IT support, freeing up the administrator to spend more time on administrative duties. A good help desk solution will prioritize IT issues resulting in a more efficient resolution of issues. Recommended solutions should also include resources for email notification and the generation of reports such as, times to assignment/resolution/work completed, number of issues, types of issues, priority levels, etc. Generated reports prove to be an invaluable tool to increase the accuracy of decisions made that affect IT support. 7.3 Staff Training Documentation and training are essential to IT staff success. The enlistment of new staff requires diligence and supervision to become proficient. Each organization has its Y unique systems and approaches for maintaining staff and support. This needs to be q passed on to new members of the team to benefit the whole. Skill sets such as communication through oral and written means is just as essential as the technical knowledge. An ongoing training program to include supporting IT certifications should be made available to professionals supporting the IT environment. 8.0 Disaster Recovery A Disaster Recovery Plan (DRP) ensures the ability to restore a given system after catastrophic events such as a fire or flood. With a proper disaster and recovery plan, administrators can rebuild systems using a step-by-step document that lays out all of the necessary actions for getting systems back online. Oro Valley's existing disaster planning can benefit from some improvement in this area. Good disaster recovery planning should include step-by-step instructions on how to rebuild, reinstall, reconfigure, and replace all aspects of IT systems from computers and servers and their respective software environments, to network hardware and outside 001, Oro Valley Information Technology Department Assessment—Final 12 tt+r,t+rk it<hookives S' `'" 1Advancing- Public Health Outcomes Through Information Technology toSTC the network. A good DRP should also include a regular assessment and connections evaluationplan of the to ensure it is able to guide an administrator properly through restoring givensystems.the s stems. The best way to assess the DRP is to regularly test all portions of the plan. Running tests to see if the restore steps work and also to see how long it takes to accomplish will prove the validity of the plan and demonstrate its weaknesses allowing the IT department to adjust as necessary. All networks should have a recovery plan implemented and tested regularly. The plan should include the following: • Adequate backup capacity for essential data Detailed recovery plan • Secondary recovery plan • Regular testing schedule 8.1 Adequate Backups All data should be backed up in more than one location so it can be readily available even if the main backupsystems get destroyed. Two types of data are essential for a system-wide restore to work. You must have all computer data, (server backups, data backups) and you must also have all network hardware data (router and switch configurations). Having an off-site backup plan and location is a necessary part to any recovery plan. The offsite location and retrieval instructions should be clearly documented. 8.2 Detailed Recovery Plan The DRP should consist of step-by-step "how to" instructions on repairing/rebuilding hardware/software systems after a disaster. There are many disaster recovery options depending on the business needs. • Hot Disaster Recovery Plan Warm Disaster Recovery Plan • Cold Disaster Recovery Plan 8.2.1 Hot Disaster Recovery Plan Option A"Hot DRP" can be implemented to ensure fast recovery of systems. This is the costliestoption,o tion, but also the most prepared. This method uses a secondary system that is "hot" and readyto be utilized. In the event of a disaster, all traffic could be redirected to the secondary system and little time would be seen. SOO Nair Oro Valley Information Technology Department Assessment— Final 13 SoPiemAi Turthr.c.94,Cur fro,/04, `'" ' 411P' '411111IW STC Advancing Public Health Outcomes Through Information Technology 8.2.2 Warm Disaster Recovery Plan Option The"Warm DRP" method can be used if there are other systems available that can take on the role of the"downed" systems. By installing the software and configuring a clone environment, down time can be kept to a minimum. 8.2.3 Cold Disaster Recover Plan Option The "Cold DRP" method takes the most time and requires the most work. With this method, all systems would need to be set up and configured. Functionality will most likely come from a restored backup. 8.3 Secondary Recovery Plan Disaster recovery should cover all possibilities of a disaster and should point to proper solutions depending on the damage done. A secondary plan is necessary in case the mainp lan will not function for one reason or another. For example, the secondary plan could be one of the other plan types or a hybrid configuration. 8.4 Regular Testing Schedule The DRP is a livingdocument and should be tested and updated on a regular basis. A Proper testingand review is necessary to keep biannual testing schedule is standard. p theplan up-to-date as systems change. A good test walks the administrator through the p wholep rocess of getting systems back up and running from a"downed" state and restoring necessary data to allow for user access. 9.0 MunicipalityTraining and Staff Regular trainingsessions should be held for both the users and IT staff. Users benefit 9 from training on many levels as does the IT staff. The more a user knows about their systems and how to properly leverage all functionality, the more productive they can be. Trained users also result in fewer support calls, which often result in outcomes that are user training oriented and not actually technical in nature. It is recommended that users be trained in basic best practices for both computer use and user security. Training opportunities should be available on a regular basis or as things change within the infrastructure. Specific training examples are included in the forthcoming paragraphs. *vier Oro Valley Information Technology Department Assessment— Final 14 4 Stwoof'k Trciww�a4►rs CQ"pw.OYY :,ems Wit. Outcomes Through Information Technology Advancing Public Health 9 Now. STC 9.1 Software Training User's application trainingincludes office automation tools, communication, and specific pp applications. Often application users are proficient in the systems they use to perform their daily functions, while not as proficient in standard word processing, spreadsheets, email, andp resentation tools. A formal software-training program that addresses both basic and advance users should be available. 9.2 Computer Use Best Practices Training IT staff should implement computer use policies for their users to follow. Deciding on what is allowable and what is not allowable may not always be an easy task, but it is worth the work. Having standards on the network detailing what is acceptable defines gooduser practices.ractices. Being trained in computer use best practices, users can help keep the integrity of the systems and data intact as they do their work. Proper training in use and best practices also helps protect the network from unnecessary outages, some security issues, and repetitive support issues. 9.3 Security Best Practices Training Users that have no training in basic user security are not as careful as they need to be. Users should be trained in basic security practices for web browsing, email, VPN access "' (if applicable), passwords, and file system security. Proper security training can really help a system stay protected from the malicious users and hackers out on the internet. Y Users that are unaware of the dangers can and most likely will unknowingly cause issues and security breaches on the network. 9.4 Staff Data Backup Training Currently there are no backups done to client computers. All the staff's data backups are done on the servers. All users have a "Home Folder" on a server and their data is backed up from there making it easier on the IT staff to backup and centralize data. The backup methods have gone through a world of change since the inception of the network and will continue to evolve as the data size grows and the user needs become more complex. The backup facilities will become more demanding and more sophisticated as time goes by requiring the IT staff to implement better and more powerful solutions. This is an ever-changing process and should be monitored closely. 4104,61 Nor- Oro Valley Information Technology Department Assessment— Final 15 Vow,.T wclv+o►urrs Ce+pw MWM aM: AdvancingWO/ IIMPV ‘44111;/ STC, Public Health Outcomes Through Information Technology 10.0 Consolidate GIS/Mapping Data Consolidating mapping and ma ing enterprise data within the town will promote coordination and alignment of GIS data collection, maintenance, and project collaboration at all levels. By making it easier for Town staff share and coordinate the collection of GIS data, centralized GIS Services will help to improve decision making and the delivery of Town services. Centralized GIS Services will also help to maximize cost efficiencies while reducing duplication and allow departments to better allocate their data resources. Below are a few areas that should see some attention in the future. 10.1 Infrastructure Infrastructure tructure is necessaryto maintain GIS systems. As a repository for information, the databases responsible for storing both graphic and layer data will grow proportionately with the growthcity.of the cit . The systems required for storage, to process, and to present data contained within the GIS system will continue to change. Storage capacity, processing powerower and network bandwidth are all considerations with the ever-expanding , system. STC recommends the continued centralization of GIS data servers to support the growing need for spatial information. 10.2 Staffing Human resources needed to maintain centralized GIS systems are critical to success. The kgnecessary knowledge to utilize, develop, maintain, and restore systems is a valuable resource. Utilizinga GIS Manager and existing GIS Analyst positions, the IT Department canp implement a matrix reporting model for GIS. This model will utilize a matrix staffing structure and will serve all Town departments. By centralizing and coordinating all GIS personnel within the IT Department, Oro Valley will be better able to departmental realize economies of scale for analysis, map generation, and data maintenance by offsetting or helping to coordinate departments GIS initiatives. The use of interns to augment staffing provides a low cost alternative to provide assistance in meeting project deadlines. 10.3 Access/Retrieval of Information The effective utilization of GIS relies heavily on the transmission of large sets of data over network resources between desktops clients, mobile devices, and servers. Ensuring access to these systems will rely heavily on available network bandwidth. It is reasonable to assume growth in the use of GIS will be tied to the town's growth and should be monitored with appropriate plans in place to secure future town needs. STC 6040 New Oro Valley Information Technology Department Assessment—Final 16 $04,041 1w4fv„kir.EtUarar*a^ . ' 411110;" 140.7'1 -:1 Advancing Public Health Outcomes Through Information Technology NNW STC recommends open communications between GIS users and IT staff to effectively monitor system integrity. 11.0 Oro Valley Initiatives Oro Valley has chosen five IT initiatives as primary goals that information technology will help to achieve. These initiatives are: • Create an E-Government Portal —To allow for twenty-four(24) hour government providing a wide range of services available on the web. • Develop an Enterprise GIS System — Provides opportunities, through centralization of resources, to reduce costly duplication and provide for enhanced publicpolicy olic decision-making through the sharing and use of common data. • Develop Enterprise Resource Planning System—To integrate/update Financial and Human Resource applications. • Implement Electronic Records and Asset/Inventory Management Systems— To manage document retention and tracking, as well as develop inventory and asset tracking systems. • Empower and Educate Town Officials—To Provide and promote ongoing training to ensure a competent and well-trained workforce. Oro Valleyhas made significant progress in accomplishing these initiatives, specifically: • Oro Valley's web endeavors are becoming reality with the addition of new functionality including streaming audio and GIS maps available. • A new employee training room has been implemented with training workstations set up for technology learning. • Work has begun on developing the enterprise resource planning system which will be implemented soon. As these1 rojects expand, new resources are allocated to the other key initiatives the p information technology environment will be required to expand. It is important to not sacrifice existing services' levels of support and performance by directing resources into new projects without sufficient backup for current activities. The continued expansion toward these goals will require the IT environment within Oro Valley to grow 10%-15% per year. 0040) Oro Valley Information Technology Department Assessment— Final 17 toon01r l rcfi nok t e po.,.aon STC Through Advancing euLllc Health Outcomes T h Information Technology g 12.0 Summary Oro Valley's desire to fulfill its initiatives and goals can only be attained through proper administration and support of their robust information environment. This environment can help to carry Oro Valley through many years of business if proper management continues. The information provided in this document can serve as help to accomplish the initiatives and goals set by the Oro Valley Information Technology team. Additionally, this document can serve as reference to aid in the creation of Oro Valley's next IT Strategic Plan. Bycontinuing current practices and following STC's recommendations, g Oro Valley can build easily on their mission and vision for their information technology environment. mow 6040 Oro Valley Information Technology Department Assessment—Final 18 Outcomes Through Information Technology 'NkitVe' Advancingeubllc Health 9 STC 13.0 References Barbu, D. &Cumblidge, S., "GIS for a Small City Government." 2006. 16 Dec. 2006 <http://gis.esri.com/library/userconf/proc02/pap0943/p0943.htm>. United States Government. "Section 508." 2006. 16 Mar. 2007. <http://section508.gov/>. 14.0 Appendices 14.1 Acronyms and Definitions The following table contains acronyms and definitions used throughout this document. Table 14-1: Acronyms and Definitions ACRONYM DEFINITION DRP Disaster Recovery Plan ERP Enterprise Resource Planning GIS Geographic Information Systems HR Human Resources IP Internet Protocol IT Information Technology ITAAM Information Technology Alternative Assessment Methodology PC Personal Computer PD Police Department PDA Personal Digital Assistant PDF Portable Document Format SOP Standard Operating Procedures SOO Oro Valley Information Technology Department Assessment—Final 19 '{ 'w k�1h1'1Na7M[�ff Ct+'lO+MV'►On Advancing-ng Public Health Outcomes Through Information Technology ACRONYM DEFINITION STC Scientific Technologies Corporation VPN Virtual Private Network V-LAN Virtual Local Area Network 15.0 Regional Collaboration STC was unable to locate any specific references to the organized collaboration of local and regional municipal organizations. It is our belief that this would greatly benefit all parties involved in the sharing of resources to include idea generation, collaboration of ideas, compatibility of systems, discussion of government initiatives, etc. Recommendations here would include quarterly meetings to address current initiatives, reviewp rojects, and address future technology trends. A good starting point would be the following web site: http://www.aztechcouncil.org. Nov SOC, Oro Valley Information Technology Department Assessment--Final 20