HomeMy WebLinkAboutPackets - Council Packets (1082) AGENDA
ORO VALLEY TOWN COUNCIL
STUDY SESSION
MARCH 9, 2005
ORO VALLEY COUNCIL CHAMBERS
11000 N. LA CANADA DRIVE
STUDY SESSION AT OR AFTER 5:30 PM
CALL TO ORDER
ROLL CALL
1. REVIEW AND DISCUSSION OF THE INFORMATION TECHNOLOGY
(IT) STRATEGIC PLAN
ADJOURNMENT
POSTED: 03/02/05
4:30 p.m.
Ih
When possible, a packet of agenda materials as listed above is available for
public inspection at least 24 hours prior to the Council meeting in the office of the
Town Clerk between the hours of 8:00 a.m. — 5:00p.m.
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 229-4700.
A
4-0
TOWN OF ORO VALLEY
STUDY SESSION
COUNCIL COMMUNICATION
MEETING DATE: MARCH 9, 2005
TO:• HONORABLE MAYOR& COUNCIL
FROM: Kevin Verville,Information Technology Administrator
SUBJECT:
INFORMATION TECHNOLOGY STRATEGIC PLAN
Overview an Information Technology Strategic Plan
up ofemployees the Information Technology (IT) Division formed ,
Over a year ago, to developthe Town of Oro Valley's first
ees representing all Town departments
task force madep y 27 for a list of those members/departments
TechnologyStrategic Plan (please refer to Page
Information grappling with
project withgreat dedication and professionalism, gr pp g
involved). The Task Force approached this p t Technology for the
) the Town's use of Information T gy
sand developing a plan that will help guide to
difficult issues, p
will continue to meet regularly in an effort
years. Though the draft is completed, the Task Force
coming g
Information Technology Strategic Plan(the Plan).
monitor, evaluate, and update the Inf
results such as reducing the Town's cost of
force is confident that the Plan will produce long-termIT
The task higher customer satisfaction rates. The
business, improvingg
doing access to services, and generating
and continuingto serve the needs of the Oro Valley
Division looks forward to meeting this challenge
community.
Priority Setting Methodology initiative priorities. Initially, Task
Task Force met many times to develop a consensus on p
The Strategic Plan ental relationships. A chart depicting the
Force members were
tasked with determining inter and intra-departm p
36. Additionally, each Task Force developeda
lines of communication and relationship is included on Page the
"wish-list" respective Department. After reviewing each assessment,
needs assessment, or for his or her p
goals. An initiative list wasformedgoals.
Task Force developed a list of common common
from these Each Task Force member
Multiple factors were taken into consideration before overall priority was determined.
evaluated and ranked each initiative, considering four primary areas:
■ The initiative's contribution to helping achieve the IT Divisions vision and goals.
• The initiative's
contribution to the "common" goals of each Department.
• The initiative's operationalnecessity or risk due to "system failure."
• TheJro'ect's priority within their own Department
p
34 shows the overall priority for each of the
Plan Technology Initiative Ranking on Page �ves
The IT Strategic
is included. The lowest ranking score represents initiate
Town's ITprojects. In the list, each project's rank duringthe
• As circumstances dictated, the priorities have changed
with the highest overall value to the Town.
g
development of the Plan.
TOWN OF ORO VALLEY
COUNCIL COMMUNICATION Page 2
Initiative Overview the primaryfocus
to outline the five-year IT initiatives and objectives that are
The Plan Initiatives are designed y the Task Force
During for the IT Division and Town Departments. the course of the assessment phase,
identified a number of IT initiatives for possible inclusion in the Plan:
Initiative 1 - Create Electronic-Government(E-Gov) Portal
a
• Extend and enhance Town services to the Web to provide an array of new services to citizens through
the Internet.
• U ade building permit applications to allow applying
for and tracking the status of building permits
p�
on-line from the Town's web site.
• Continue to develop andp update the Town's web services (Intranet/Internet).
Initiative 2—Develop Enterprise GIS
• Deploy Geographic aphic Information Systems (GIS) to citizens and Town staff utilizing the Town's Web Site
and Intranet.
• 'cations (Enterprise Resource Planning)
• • to Financial and Human Resources Appll
Initiative 3 -Integra
• Enterprise Resource Planning (ERP) provides information services for Finance and Human Resources
systems.
Initiative 4 -
Implement Electronic Records and Asset Management Systems
for Police, Clerk, Magistrate, Public Works, and
• Provide an electronic records/asset management system
Finance Departments.
Initiative 5 - Empower and Educate Town Officials
• Establish training program and facility to accommodate at least 10 workstations with the ability to
provide training on various IT media and methods.
includingpriority details about each of these initiatives, p y methodology,timeframes, cost, and resources
required are contained in the Strategic Plan Initiatives section of the Plan.
is workingdocument, which will undergo regular evaluations
It important to remember that the Plan is a living, ns will
p
with the hope and expectation that its recommendations and updates. We submit the Plan for considerationcomponent of Oro
ownership, p
result in extensive commitment and o p, and that the Town will accept it as a critical
Valley's success as a Community of Excellence.
TOWN OF ORO VALLEY
COUNCIL COMMUNICATION Page 3
ATTACHMENTS:
Draft 2004 Information Technology Strategic Plan
MOTION: N/A
Staff is requesting direction and feedback regarding the Draft 2004 IT Strategic Plan
K6'01 Verville, IT Administrator
biiivi:d
Da .: A .n drews, Fir nce Director
. , li
Chuck Sweet, own Manager
`
'
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SECTION #/DESCRIPTION
PAGE #
I Introduction
3
II Scope of the Plan 3
a
III Executive Summary 4
IV About the Information Technology Division 6
Overview
6
History
6
g
Staffing &
Organization Structure 7
Operating
Functions 8
General Service Areas 8
Systems Supported 9
Technology Information Tec gy Division Assessment 10
VI Emerging Technologies ies & Their Impact on Local Government 11
VII Guiding Principals 13
VIII Strengths, Weaknesses, Opportunities, Threats 14
IX IT Strategic Plan Initiatives 15
Overview
15
in Methodology Priority Setting 15
Table Description Initiative 16
' ' - Create Electronic-Government (E-Gov) Portal 17
X Initiative 1
Develop
XI Initiative 2 De p Enterprise GIS 19
XII Initiative 3 U
Inte rade Financial & HR Applications 21
Integrate/Upgrade pg
Electronic Initiative 4 - Records/Asset Management System 23
XIV Initiative 5 Empower & Educate Town Officials 25
XV Conclusion
26
Appendix A ITSg
Strategic Plan Task Force Members 27
Technology Appendix B - echnolo Life-Cycle Program 28
g
Appendix C
- IT Organizational Structure 31
ITy 32 Network Topology Appendix D - p g
Appendix E Enterprise rise GIS Timeline 33
Appendix F Strategic is Plan Technology Initiative Ranking 34
Appendix G Interdepartmental artmental Lines of Communication 36
Glossary Appendix H - lossa of Terms 37
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Oro Valley November 2002, the Town of O o embarked on an important
project to develop and implement an Information Technology (IT)
Strategic Plan. The goal of this process is to assess the IT resources and
g vision for IT, identify hardware and
expenditures objectively, articulate a vision .
p priorities, and define guiding
software applications and technology p .
pp The IT Strategic Plan
for ITgovernance and decision-making.
principles "roadmap." identifies goals
plan, similar to a It
(the Plan) is a five-year p ,
• future technological direction for the Town.
and objectives and sets the g .
Jand objectives, the economy,
assumptions, organizational goals J
Becausep based continue to
and other factors upon which the Plan are
technology, rather than an
itnecessaryto consider the Plan as a beginning,
change, is Oro
our organization and serve the Valley
end to our efforts tomanage g
community.
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technology, and
The Plan analyzes current informationexplores emerging g
' the IT Division's mission as an account
The Plan also outlines
technologies.
of the various Police Department IT
services delivered by the IT Division,
, including applications andstems
staff, the Town's current technology systems, . .
• � • • staff. The Plan will not decide on specific
the roles and responsibilities of IT .
• Plan focuses on the generic strategic
technological solutions. The
• operational aspects, (e.g. it will identify the
solutions, while avoiding the
p software application, but not decide on
need to standardize on a specificp
which one). This Plan is a living document, and will be reviewed,
updated, and re-evaluated on an annual basis.
.The substance of the Plan summarizes the goals and the Key Initiatives,
action, with timeframes and cost
offering recommended courses of .
of g benefits to Oro
estimates. Finally,
the Plan includes a summary of direct
Valley citizens.
- 3 -
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The Plan sets the direction for
the Town's current and future use of IT. The
without the support and
Plan would not have been possibleguidance of
the department
directors, managers, and staff. The planning process
started through the formation of an IT Strategic Plan Task Force which was
data and receiving input from all Town
instrumental in collecting
Departments including the IT Division.. Please refer to Appendix A - IT
p
Plan Task Force Members for a list of those involved.
Strategic
tives
The Plan consists of five initiatives, each with several key components:
Initiative 1 -
Create Electronic-Government (E-Gov) Portal
• Extend and enhance Town services to the Web to provide an array
of new services to citizens through the Internet.
applying• Upgrade building permit applications to allow pp Y
ing for and
ermits on-line from the Town's web
tracking the status of building p
site.
p
• Continue to develop
and update the Town's web services
(Intranet/Internet).
Initiative 2 - Develop Enterprise GIS
Systems (GIS) to citizens and Town
Information S
• Deploy Geographic y
staff
utilizingthe Town's Web Site and Intranet.
Initiative 3 - Integrate
Financial and Human Resources Applications
(Enterprise Resource Planning)
Enterprise Resource Planning (ERP)■ Enterp rovides information services for
p
Finance and Human Resources systems.
Initiative 4 - Implement Electronic Records and Asset Management
Systems
• Provide an electronic records/asset management system for Police,
Clerk, Magistrate,
Public Works, and Finance Departments.
- 4 -
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Initiative 5
- Empower and Educate Town Officials
■ Establish training andprogram facility to accommodate at least 10
• to provide training on various IT media
workstations with the ability
and methods.
More details about each of these initiatives, including priority
contained in
and resources required are
methodology, timeframes, cost, .
• Initiatives section. The IT Division staff will refer to the
the Strategic Plan Initiatives sec
• determinepriorities. Other sections of
initiatives to track progress and help this document include an overview of the IT Division, an examination of
�
technologies, and a glossary of terms.
emerging
- 5 -
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OVERVIEW Town
I (IT) Division plays multiple roles in theThe Information Techno ogy
all Town Departments and Divisions, the IT
organization. In conjunction p
• • ion must continually find the most effective balance between support
Dives
• ' • also plays an important role in the Town by
and leadership. The IT Division p y
to the Town Manager and Department
providing guidance and advice
in the Town. Tasked with
Heads concerning the use of technology
developing the
Town's overall technology strategy, the IT Division is an
advocate for IT at all levels.
HISTORY
Prior to 1999, the Town's IT environment was widely varied in equipment
manufacture, equipment age, operatingsystems, and desktop software.
appeared to provide adequate computing power
Although the systems
for office needs, high failure
rates translated into high costs in
Given a limited support staff complement, the
maintenance and parts.
hired Information Technology Administrator
primary focus for the newly
supported technologies. Best practices in
was to minimize the number of
g
managing a client/server environment start with developing as much
as possible consistencyossible in that environment.
Starting in the FY 2000/2001 , the IT Division was given its own budget. It
was at that time that hardware and software standards were developed
and more than thirty percent of the desktop systems were replaced
through failure to meet the established standards and performance levels.
In 2001 , the IT Division developed velo ed the Technology Life-Cycle (TLC) Program
to address the on-going demand for faster and more reliable
implements a three-year replacement The program cycle
allowing IT to more accurately plan Ian computer purchases, estimate
maintenance support, and involve staff in the computer upgrade
prioritization process. Subsequently, nearly all of the variation has been
removed, providing a lower total cost of ownership, increased system
p
reliability, and enabling
an improved data-sharing environment. More
information about the TLC program is located at the end of this report in
Appendix B -Technology Life-Cycle Program.
- 6 -
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growth of IT within the Town over the last 4
The chart below •�Ilustrates the
years. It is important to note that the number of Town staff increased from
187 in1999 to 340 at the end of FY 2003/2004.
Town of Oro Valley Information Technology Growth
Town I.T. Resources-All Departments
1999-2004
• rvaavwr��•raA•na.•e'!!'!^•..na•'!i•:wy.an.�...... 'r.::::..:..::.::::.....,r.t:y:F,.:iin:::i:iC4}}`.:i:�5.
400 . :. wµvwa.www.ww. . :7::.nrn. .. . : ::: xv.v.w.:�,}:•+}a.}:}:♦'::n::w.!sna".�nwvw.w{.q;a}. :as:n...•iw:w.v!G!^i•!•µvi:'..i:•.:::y:.O:iry
.................;.
'?}:'{!:i:'v:?::vi:t:<':<:v<+'•�i`�:�j�
350 -
_ 11119
300
250
1 V7 4 f
111110
200
150 —r--- 1 1
R�y}�r)
VV
. ....-.:. .�.....
.......:......
.:.:.: .::... -.:::i:snv:.^:f•.?istiv4:::::::::::w::::•v'v::•{..i.y.}.`h:vv:::•:::;::n••:.4,vi::.v..:•.�.}.:v::•:,Y.•
.::i:.-.'..-, ...,.... .
im
0M:441.11111111
' F.r `:ni ::11::; ": Fu}wwF{rJ:::R' . :.......-
?ni3s ii
•
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50 -
:!a��{4 3 au :; .;EKY. 'v`:: ;>°+.<r:
0
#of PC's #of Laptops
#of Printers #of Servers #of Employees
0 1999 IN 2004
STAFFING AND ORGANIZATION STRUCTURE
Division hired an IT Technician to assist in
In December of 2002, the IT .
implementation of IT due to the rapid growth, allowing
management and on long-term strategic planning and
e IT Administrator to focus more g
policy development.
Town'seo ra hic Information Systems (GIS)
In August of 2004, the G g p . .
g ' ' the first stepin centralizing
function was integrated into the IT Division as
.
• • e GIS system within the Town. Please refer
GIS and developing an Enterprise y
• Timeline for more information regarding the
to A pendix E - Enterprise GIS
p
Town's Enterprise GIS initiative.
In early2005, the IT Division will hire a Web Master/Developer to centralize
initiatives outlined elsewhere in this
and
coordinate the Town's web-based
Plan.
The organizational chart for the IT Division is in Appendix C - IT Division
Organizational Structure.
- 7 -
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Zvi
OPERATING FUNCTIONS
Operations -
• Networking and responsible for computer networks,
desktop technology acquisition, and support, and all internal IT
operations.
p
• Telecommunications - responsible for all voice systems, including
the Town's PBX (Private Branch Exchange), voice mail, and long
distance services.
Geographical Information Systems (GIS)-■ Geora responsible for providing
g p
complete,
accurate, and current Geographic InformationSystems
to support.operations used by each Department.
for the
■ Web Services day-to-day development and responsible
maintenance of the functional elements of the Town's Internet and
Intranet site(s), and
Electronic Government (E-Gov) applications.
GENERAL SERVICE AREAS
• Support IT provides support for enterprise and departmental
information systems, maintains the Town's telecommunications
supports and systems, and develops software
applications
• , and maintains the Town's electronic mail and
calendaring system.
• Guidance IT staff work with departmental personnel to find useful
technologies to utilize
for the business needs of operating
Departments and the Town enterprise.
• Standards The IT Divisiondevelops standards for server-side and
desktop
hardware and desktop software suites.
develops
• Policies The IT Division de acceptable use, Internet, E-Mail,p
security, and other policies to ensure compliance with applicable
laws and regulations.
_ 8 -
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\
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t:..v.•}}.?:a:.:G::v:{:v....:ovh.:.^:,.v...,¢:::}i•?'i'.n.:...JT
■ Research IT Division staffperform erform research focused on finding
' specificproblems and issues. IT is also
technology solutions for p responsible e for monitoring technology
• nolo developments in a number of
p mayhave some use to
industries, and frequently tests solutions that
q
the Town either now or in the future.
SYSTEMS SUPPORTED
• The Town of Oro Valley'stechnology infrastructure is constantly
' ' change. The major challenge for the Division
undergoing significant cha gort new technologies, but to continue
is to not only install and supp
to maintain older systems until obsolescence.
of
• The network environment consistsapproximately 250 personal
computers, laptops, and handheld devices. The Town has local
area networks (LAN) in four locations. These LANs are linked
together to form a wide area network (WAN). An overview of the
is in Appendix network structure D - Information Technology
Network Topology.
■ Each department has its
own dedicated file and application
centralized application There are also several servers for
E-Mail. All users of the Town's network have
GIS, Permits, and E Ma "office"
ail and scheduling. The standard office
Microsoft Outlook for e-mail
software is Microsoft Office Professional. Numerous specialized
throughout the Town by smaller groups are used of
staff, and some of these
include Permit's Plus for permitting, ArcView
and Arclnfo for GIS, Cubic
for water billing, and Fund Balance for
financials. Several smaller, custom developed, database
applications are used for other purposes.
- 9 -
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.:..•..:• ;,.:, -.::s;.', p•:r\..,ar.. c:,wf:.;;y,,•r,:.^.••'<'a:C'-�2M�',h k3w:,acc+C .+,{, '��k 4•n• Y Y � �>:.;c �v.S
...:.. .\, :.,..;x...;w.. :Y-.;N..T.r:oi':'.f4 `•5.'r:x" ..'> M5\�`0.,.y,.;G.�.... 'v.,. I :�' ;. :n i
.......:. ...:.•::-• ,.•. .,'::.. i..r. :.,w.',c.r..., ...,\....!6•.�.^..•, .-...... iY:.. 'iiG'::.' .'RI:: :R!'E.. :.�.` `f..� •M1\ ,rpo. .-a',
t:„
4*-,1,1,A4,47,941,150?-4,114: .•.. :.+: .i'v::;.. . :.. .. :. :: .. :...::,4�•.,''�-.:•'.:` <`A •:-xS.� :^:<;::�.44ti.. .a :'�KwI!•.•,::,{.':.Tcs,:t.,iaes..,.,xy.....•,.n
Without exception
• , Town staff rates the services and support received
from the IT Division as
• ' outstanding. Discussing current issues and future
needs with each department during in the assessment process, a somewhat
r ed. Overall, staff
subtle but consistent theme eme members seemed g •
movingaggressively with new systems
apprehensive or concerned about .
pp about the limited IT staff
projects because they were concerned
resources available in the Town. Staff members also questioned whether
theywould have the time to
learn how to use new systems and
Upon further investigation of these concerns, they appear to
technology. p with new
a varietyof causes including past experiences
stem from f time to
systems, a perceived
lack of focus on training, and/or a lack o
focus on the major organizationalchanges that these projects would
bring to the Town.
s ultimately
The IT Administrator itel responsible for all functions normally
performed by an IT Department,
with a few exceptions. These exceptions
include:
Y
• Technical support for
the Library's catalog and circulation systems
technical staff.
Pima Public Library System
are handled by the Tucson
ed equipment is the responsibility of IT Division
All other Town Own
staff.
• The Police Department systems have full-time IT support from a
commissioned Police Officer.
• Magistrate Court's State-Run system is
■ Technical Support for the g
u reme Court technical
provided by the Arizona S staff. All other
Town-Owned equipment is the responsibility Supreme of IT Division staff.
"behind the
• An outside consultant providesscenes" technical
services for the Town's website. In addition to the IT Division, staff
members from various departments maintain the majority of the web
site.
- 10 -
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E-commerce, wireless technology, and GIS, are some of the major forces
influencingtechnology today and in the future.
e gy
The Internet has quickly become a mass phenomenon and recent studies
' nts are online. Consumers use the
that nearly70% of all U.S. reside
show online. As businesses
purchase a considerable amount of items
Internet to are
• services through the Internet, consumers
continue to offer more ent is what
ents to do the same. The "24/7" governor
expecting governments
consumers ers and businesses will expect; a government without walls, doors,
not necessarily concerned about
or clocks. Furthermore, most citizens are •
want the
• government theydeal with; they simply
which branch of
convenience of paying their utility bills,
' • ills permits, licenses, and traffic tickets
online without the
need to travel to a Town facility.
• is another important trend, which
rapidgrowth in wireless technology .
The p organizations communicate.
istransformingthe way individuals and g
Mobile devices including palm computers, small laptops,s, and digital
nt new
inentirelynew ways. Some important cellularphones are being used • •
interoperability between these
standards are emerging to offer morep •
"WiFi,” which lets these devices talk
most important one is
devices. The p The potential for
short distances without cables or wires.
effortlessly over which will
expected to grow more than ten-fold,
these technologies is
• services such as full motion video.
For
make possible many new
devices are becoming governments, this means that wireless lessonnel who spend most of their time away
expensive and ubiquitous. Personnel
connected. Police officers, building
the office will find they can stay
from water department staff will
enforcement, engineering, and p
and code Law enforcement
to access and update information.
have new ability inspectors
s to records management systems; p
will have immediate access
cess to permit software, and engineering
and water
will have ac
department staff will have access to GIS databases.
- 11 -
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GIS has and will continue
to transform the way governments operate.
between 70 and 80 percent of data can be
Estimates provide that .
Governments are beginning to recognize the
eo raphically referenced. . . -
g g leadingto improved decision-
making
lookingat information spatially, p
value .
accurate and rapid analysis of information. Many
making resulting in p
• GIS include land use and urban growth
ways the public sector is using
kin economic development, transportation
planning and permit trac g,
planning,, and legislative redistricting.
As these technologies and challenges continue to affect local
government, it will be important for Oro Valley to address these and other
factors in the upcoming years.
- 12 -
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With rapid changes in information and technology, evaluating
p a dauntingtask. To address
applications for the Town can be
technology pp focus decision-
making.
ion will use "guiding principles” to
concerns, the IT Division uidin
doubt, surprises will arise. However, these guiding
Without a p
principles provide general guidelines and direction.
with time)
■The Public and staff are provided , convenient access to Y
appropriate information and services using technology.
■Town business needs drive IT solutions.
• established to develop IT systems that
■Strategic partnerships are establis
S g p
maximize resources and imprOVe productivity and public services.
• Businessprocesses are evaluated for process improvements before
amongusers are preferred.
automation is applied. Common IT solutions
pp
■ Manage IT as an investment.
• n
novative, but proven, technologies.
Implement i
connectivity▪ Town's network provides Gonne y to both internal and external
users.
• Minimize the use of proprietary
hardware and software solutions.
■Wh ere practical, the Town purchases and integrates off-the-shelf
software with minimal customization.
the
■ Establish, to the fullest extent, ability to use and share data among
Town staff.
- 13 -
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The easiest way to summarize the
Town's current IT environment is to list
and threats. As we proceed to
the strengths, weaknesses, opportunities .
' Plan, our goal will be to capitalize on the
develop the Town's IT Strategic
strengths, make the most of opportunities, address weaknesses and
minimize threats.
Strengths:
■ hl reliable and functional IT infrastructure.
•Hag y
of industrystandard components (nothing "off the
Consistent use
wall"). that support IT
and supportpp
■Outstanding service from all staff members
Weaknesses:
• Limited staff initiatives.
to accommodate new
• Little back up
or cross-trained staff to support key systems.
over impacts of new technology and systems.
■Staff apprehension p
• Multiple specialized database formats, fostering data incompatibility
between Departments.
Opportunities:
• E-Government E_ nt interest from community and staff is strong.
•A strong and ongoing commitment between management and staff
for training.
Threats:
fire).
to natural disasters (monsoon and
•Town is susceptible
•The ongoing potential of attacks from hackers and viruses.
• Loss of key IT support resources.
informationsystems and technology environment
The Town operates an y ,
for municipal governments of Oro Valley's
that is comparable and typicalp
size and levels of service. The
Town's IT environment is reliable and
effective for current needs,
as it has evolved over a number of years.
support from all levels of the
strong
The Town's efforts in IT have
Mayor and Council, Town Manager,
the Ma
organization, including Y
Department heads, and departmental
personnel. This broad base of
allows the Town to make majorchanges and successfully
support
complete major technology projects.
- 14 -
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OVERVIEW ' 'atives and
si ned to outline the five-year IT initiatives The Plan Initiatives are designed
objectives that are the primaryfocus for the IT Division and Town
Departments. During the course of the assessment phase, the Task Force
identified for possible inclusion in the Plan.
a number of IT initiatives
PRIORITY SETTING METHODOLOGY
Task Force met many times to develop a consensus on
The Strategic Plan
initiative priorities. Initially,
Task Force members were tasked
with
determining inter and intra-departmental relationships. A chart depicting
relationship lines of communication and r p is included in Appendix G -
Interdepartmental Lines of Communication. Additionally, each Task Force
developed a needs assessment,
or "wish-list" for his or her respective
pnt
Department. After reviewing each assessment, the Task Force developed
p �
'list of common goals. An initiative list was formed from these common
a factors were taken into consideration before overall
goals. Multiple
priority was determined. Each
Task Force member evaluated and ranked
p
each initiative, considering four primary areas:
• • • � to helping achieve the IT Divisions vision
• The initiative's contribution p g
and goals.
• The initiative's contribution to the "common” goals of each
Department.
• The initiative's operational necessity ecessit or risk due to "system failure."
■ The project'spriority riorit within their own Department
Initiative Ranking in Appendix F shows the
The IT Strategic Plan Technology ,
Town's IT projects. In the list, each project's
overall priority for each of the • , •
ranking score represents initiatives with the
rank is included. The lowest ra g
highest overall value to the Town. As circumstances dictated, the
velo
priorities have changed during the development of the Plan.p
— 15 —
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INITIATIVE TABLE DESCRIPTION
• Initiative tables that follow include strategic action
The Strategic Plan Initiative mes and estimated costs for initial
items, required resources, timeframes,
• • an estimate of ongoing annual
acquisition, implementation, and .
q initiatives, this estimate is a range,
tin costs if available. With most
operating
because there are many alternatives available when choosing a system,
' and an implementation methodology.
system optsons,
The initiative tables depict the following:
• - steps necessaryto achieve desired goals
Strategic Action The cores p
the anticipated fiscal year
Frame - The time frame indicates in which
implemented. While it is apparent that projects may
the objective will be •
the time frame provides a sense for
expand over several fiscal years, .
pobjectives do not require a time frame
when projects will begin. Certain •
are labeled as ongoing.
for implementation; these are continuing and
This estimated costs involved with each
Cost - column depicts the •
• labeled as PF are Previously Funded. Items
strategic action. The actions .
' ' le are characterized as evaluative in nature
labeled NQ for non-quantifiable . . •
staff to support and/or review initiatives, emerging
and may require IT pp
technologies, customer servicelevels,
' policies, and procedures. Please
based onyear 2004 estimates and may
keepin mind, the costs are .
into the implementation
decrease or increase as the objective moves
haseestimate this early in the process, the
phase. Due to the difficulty to
numbers do not include Town staff cost of whose time may be taken up
assisting in the implementation process, or whose positions may need to
withduringimplementation, or the cost of
be backfilled temporary staff p
staff time lost during the learning process.
Resources - The Departments
or Divisions involved in the implementation
of the strategic actions.
- 16 -
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Create Electronic-G (E-Gov)overnment Portal
Commentary: ies and processes required to make
technologies Develop and integrate the g
the Town of Oro Valley's services
available to the citizens through multiple
of
channels of delivery at any timeday night.or Electronic Government
ispopular term that is applied to the use of
called E-Government) a(alsoservices through
technology to provide access to government g
nontraditional channels like the Internet. The Town will see a change from
to
focused around a business process
systems that are functionally
y customer-centric. Customer centric systems view
systems that are more
y wide range of Town services.
customers holistically as consumers of a g
willon the Town's Intranet site to share and
Development also continue
publishwithin
• Town for all staff with computers. The site will
information the newsletters, and Web-
browser
personnel policies, online forms, employee
browser based GIS access.
Objectives:
through integrating systems and providing one-
stop■ Reduced redundancy, g g
sources for information and services. ,
nt to assist the Town's
• Effective implementation of E-Government
responsiveness and cost-effectiveness.
Supported Community Goals:
• Improved timeliness and accuracy of the posted on the Town web site.
y
• Improved customer service through more efficient systems.
• Increase d amount of information available to citizens.
- 17 -
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STRATEGIC
ACTION TIMEFRAME EST. COST RESOURCES
Upgrade Network Infrastructure Completed PF
• Purchase,install,implement dedicatedIT Division
SQL Database server On
going
PF
• Implement Web Server for e-Gov g g
applications
Provide on-line access to Permits Plus Ongoing PF
• Prepare Permits database for
upgrade/conversion IT Division,Building
• Upgrade Permits Plus software,convert to FY 04/05 PF Safety Division
SQL database PF
• Begin development of Web Site interface FY 04/05
for Permits Plus
Manage web-based initiatives for
Intranet/Internet All Departments,• Hire full time web developer,programmer FY 04/05 $60K- piviseepp
position $80K/yr
• Decrease dependence on outside NQ
vendors for web site development FY 05/06
PF = Previously Funded
NQ = Non-quantifiable
— 18 —
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Develop an Enterprise GIS
Commentary:
What is an Enterprisecomplete
GIS? Enterprise GIS is simply taking a
• sharing, using, and managing spatial
organizational approach to .
g necessityof consolidating spatial
information. The Town recognized the
informationcommon model. Because there is much interaction
into one
and workflow between departments the need for the sharing and
• of commonspatial information is critical.
updating
Nearly every Department has specific uses for GIS. The major change in
emphasis however, has
been the determination to use GIS as a
decision-support analysis, and de pport tool. Recent developments
GIS tools both accessible and affordable.
in GIS technology have made • •
increased the capability of GIS to track
These improvements have also
what happens at a location as well as identifying where that location is.
As employees develop
additional skills with this technology, its use in a
number of areas is expected to increase. The long partnership between
hip grows in
continues, and that relations
the Town and Pima County consortium seeks to use and contribute to the
importance as a regional cons
vast amount of GIS data available.
A large percent of the public investment in geospatial technology is
related to the development and maintenance of geographically
referenced databases. There is a core subset of geographically
needed bya wide range of government
referenced databases that are
property parcels, aerial imagery, political
agencies (roads, washes, prop y
subdivision boundaries, etc.).
The collaborative development and
• datasetsprovides opportunities to reduce
maintenance of these core costly duplication and provide for enhanced public policy decision-
making through h the sharing and use of common data.
Objectives:
• Centralize GIS functions.
• Standardize existing GIS Databases.
• Develop web based
GIS solutions throughout Town Departments.
■ velo and share common spatial information.
De p
- 19 -
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s. kt� \ fir :
�iC1(111
Supported Community Goals:
• Provide access to GIS data and applications to citizens and businesses
through timely
and accurate location-based information.
• Provide dynamic, live access to information; as information changes,
users see the results immediately
STRATEGIC ACTION TIMEFRAME EST. COST RESPONSIBILITY
Provide Global Access to GIS 12K-�15K
▪ Upgrade GIS software to allow SQL FY 04/05
Database conversion NQ IT Division
• Update GIS Plan Ongoing
• Centralize GIS Function within Town Ongoing NQ
• Continue Intranet development of GIS Ongoing
NQ
• Continue Web Site development of GIS Ongoing NQ
PF = Previously Funded
NQ = Non-quantifiable
- 20 -
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rade Financial and Human ResourcesInt
egrate/Upg Applications (Develop Enterprise Resource Planning System)
Commentary:
accounting Town's current financial and Human Resources systems
to all other Town Departments. The current
provide a central service
replaced with a more modern system that provides a
systems need to be
I integrate solution. A new financial accounting
comprehensive and highly g
system is a strategic step towards establishing the
and Human Resources g
E-Government mode of operation. It will enhance operations within the
Finance and Human Resources Departments, improve support to the
other Town Departments,
and increase effectiveness in dealings with
vendors, customers, and citizens.
becoming current systems are difficult and more expensive to
staff currently Primarily, HR use manual processes to perform
several core business
activities including; performance evaluations,
benefits administration, and recruitment. The Finance Department
prepares monthly departmental financial statements and distributes them
to the Departments for their review and analysis. Because of the
technical limitations of the Fund Balance System, most Departments
manually track this financial information in shadow systems so that they
can perform their own analysis.nal sisThe project would replace and upgrade
functionality of existing systems and add new functionality. Some of the
is include: More robust financial reporting,
planned enhancements
integration of fixed asset tracking, ability to merge/import data with other
as Water/Utility billing, electronic timesheet
accounting systems such
implementation, performance appraisal routing, staff self-service
applications open enrollment and benefits administration.
Objectives:
• Give users access to their Departmental financial information.
• data sharingand integration within Finance and Human
Enhance
Resources Departments
• pp
Improve support to other Town Departments
p
Supported Community Goals:
• Increase effectiveness in dealing with vendors, customers, citizens
• Improved recruitment process
- 21 -
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�:'� >.J;:J.a,. .. :•. :. .:: '': :: '.�,.,r.. :: :..`V,• ..T{; h nv.., _.!')..�+w:?q.Fo:;F;• 2$iJ',Y`tR�.�`,�c •.^"+ ...:;{ti•:•}:J� ..
,.,.4{::�:.j.: ry a.. r.- , ': y�, �• � � t` Y,'j'4" .t�\.,'F��p,,,,r.-,'.,.-:.i{{r:�T{:Cij�.:K•-r�: k..}:n+;t+\.T}:-T:•:J,. ��$:::':::vv•..
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STRATEGIC ACTION TIMEFRAME EST. COST RESPONSIBILITY
Implement Enterprise Resource Planning(ERP) IT Division, Finance
System
• Research &test potential solutions FY 04/05 NQ Dept.,Human
• Purchase&implement ERP software FY 05/06 $250-$500K- Resources Dept.
$20K/yr
• Provide training for employees FY 05/06 NQ
Develop Central Intranet-based Interface for
ERP IT Division,Finance
• Provide centralized location for accessing FY 06/07 NQ Dept.,Human
information with common interface Resources Dept.
PF = Previously Funded
NQ = Non-quantifiable
- 2 2 -
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''t ...{{+".lt :; >•.5:3,.C..,.x,.:;?v,p,,...FtS.,.:.,,:.a._+.:.:........
;�: ".aC; R:a•' �v \,.'.-i,.,::CC;R:�K-.\t'.x.�:`;'k: ��±! ?A. n''•S":R;:'hr...:-.�3.��x•'v�'..••.Y�.�:�•'.';:OS�.y.y,.
implement Electronic
Records and Asset/Inventory
Management Systems
Commentary:
This Town staff to manage document retention
system would be used by .
• develop inventoryand asset tracking systems.
and tracking as well as dee p
Systems that track these resources are becoming increasingly popular as
pressure from disaster
local governments face increasedpreparedness
initiatives and meeting reporting
mandates like those required by GASB
34.
Objectives:
• available to all Departments at any time.
Make records disaster.
maintain Non-Permanent document library in case of
• Ability to
• Improve Fixed-Asset
trackingfor increased accountability and
compliance.
• Be able to anticipate preventative maintenance problems and
reduce costs by acting proactively.
Supported Community Goals:
p
• Improved customer service through quicker records retrieval and lower
costs through electronic records storage.
- 23 -
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STRATEGIC
ACTION TIMEFRAME EST. COST RESPONSIBILITY
Implement Electronic Document System IT Division,Town
• Purchase and implement hardware&
software FY 03/04 PF Clerk Department
• Provide training for employees
FY 04/05 NQ
Implement Inventory/Asset Management
Systems FY 05/06 NQ All Departments
• Research &test potential solutions
and implement hardware & FY 06/07 $100K-$200K Involved
• Purchase p -$10K/yr
software
• Provide training for employees FY 06/07 - NQ
PF = Previously Funded
NQ = Non-quantifiable
- 24 -
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Empower and Educate Town Officials
Commentary: t and well-
trainedoin trainingto ensure a competent Provide and promote ongoing .
' facility, a training curriculum can be
workforce. With a dedicated y
willtrainingon emerging and current
developed that provide ,
p twill be made to continuing
to Town staff. A commitment technologies
application and technical education for Town staff.
Objectives:
ncoura
■ Create an environment that encourages continuous improvement,g
innovation and nd communication in Town operations.
Supported Community Goals:
Pp
• Provide quality services which are accessible to all
and integrity
resources with efficiency
• Manage the public's
• Use technological olo ical solutions to improve operations
• Develop a highly qualified, dedicated workforce
g Y
STRATEGIC ACTION TIMEFRAME EST. COST RESPONSIBILITY
Develop Training Programs IT Division, Human
• Purchase dedicated training equipment FY 05/06 $15K-$20K Resources
for on-site employee training Department
• training programs for current and FY 05/06 NQ All Departments
Develop tra g p g Involved
new employees
Continue Intranet Development All Departments
• Provide vehicle for publishing and sharing Ongoing NQ InvolvedDe
information for employees
PF = Previously Funded
NQ = Non-quantifiable
- 25 -
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In many respects,, the world of IT isuncharted; however, the IT Strategic Plan
res Moreover, like a journey,
will guide the Town to a logical destination.
roadmap
the Plan is mindfulitineraries.
detours and changes in
principles Strategic Plan defines the guiding for IT governance and
The IT g with measurable goals
and the Town
decision-making provides of Oro Valley partnershipand
objectives. goals and objectives represent
and These a e will
� � ion and other Departments, and they understanding between the IT Divas •
' ' their missions. Finally, it is important to
' t these Departments in fulfilling •
asses p which will undergo
remember
that the Plan is a living, working document,
regular evaluations and updates.
isreal work is only Although the Planfinalized, the beginning. We submit the
A g
consideration with the hope and expectation that its recommendations
Plan for Town will
commitment and ownership, and that the
will result in extensive
accept it as a critical component of Oro Valley's success as a Community
of
Excellence.
- 26 -
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Represented
Task Force MemberDepartment
Joe Andrews Legal
Raul Duato Planning & Zoning
Roxana Garrity Clerk
Jim Hossley
Public Works, Transit
Bob Kovitz Manager
Ari Mora Magistrate
Jason Raster Information Technology
Ainsley
Reeder Parks & Recreation
Gary Schmitz Police Tom Sommer Library
Ina Sumner Building Safety
Irene Swanson Water
Kevin Verville
Information Technology, Finance
Carol Willett Human Resources
- 27 -
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sustaining a technology infrastructure is
most fundamental aspects of sust g
One of the � le support. In order to
• importance of technology life-cyc pp
understanding the p • • process must be
availability, a life-cycle
preserve the longevity of informationthe
determining customer needs, analyzing
sustained. It begins with Bete g
cost/benefit of those needs
and feasibility for implementation. Once a
itmaintained, supported, and analyzed.
is implemented must be p
technology pr needed. If this cycle is
continues until the technology
This cycle is no longe• • in which to plan future
ivel itprovides a quantifiable basis
performed effectively, s customers
technology needs for
the Information Technology (IT) Division
(employees1 elected officials, citizens).
NEEDS ASSESSMENT
assessment occurs throughout the
entire life-cycle process. A "need”
The needs includes software and
driven bycustomer requirement. This
is almost always that involve
and upgrades, and all other initiatives
hardware implementation pg
cases however, information technology requirements
technology. In many • • .
to be internally generated by the IT
Division. This is due to the fact that
appear in factors relating to the
implement a customer driven need,order to other be examined
other existing interoperability with or planned technologies must
forp otential collateral impact.
ANALYSIS
• iswhenever a customer's needs dictate a
business analysis conducted •
A Ytechnology solution. The key
change that may require a to gY
business processg
emphasis here is determining the valued outcome, analyzing existing processes that provide the valued outcome and determining if the technology
solution will
prove to be more efficient once the need is implemented.
A technical analysis includes determining rminin customer requirements but on a more
technical level. It defines technical specifications as they relate to customer
compatibilitywith existing technology
and develop solutions to ensure
needs is incorporated into every
infrastructures. Technical analysis p
and informationinin the existing the
aspect of implementing
new technologies as well as maintaining
IT Division's• s hardware and software investment.
- 28 -
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r .,�.,�•.'� :•,Y. .., V��� ..:q',$yyk`;. ` •{.is : /,Fy_ > ,•R;::,�.i�r,.v CY_ /(t K �:.itn...>: •>'+vC:..`
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:?;:•. a:. >. : �::. .:.:. ..!5...F�J.f '.;� .r' a. ,' "' r: .•u .•.t<;:s'lsc^„•r.,•::.f,..v....
TECHNOLOGY REPLACEMENT
• of the program is to provide
the most current computer
The primary purpose p g . . secondarypurpose
p IT Division's customers. The
nolo and software to the t to its
technology • • improve technical support is to allow the IT Division to p .
of the program the Town's network, ending
• tin obsolete technology from
customers by eliminating atin uncontrolled variety
in
software packages, eliminating support efforts for obsoletethe Town's computer
p a substantial portion of
vendor selection, and reducing
repair and maintenance costs.
detailed needs assessment and a
Replacement: In general, a
• Computer
chronological methodology (replacing
the oldest
computersuters first) is used sed
to determine replacement priority. Given the unpredictability of the
s, it is difficultto sayfor certain
and system prices,
computer industry y
whether the 3-year cycle can be strictly observed.
om
• Computer Configurations: Desktop computers will be configured to p
• Basic Co p
environment for a minimum life-
cycle
y function within the network
of three years.
• Optional Configuration Enhancements: Optional enhancements may be
approved by the Department Head,
configurations as p
added to the base gro nate
costs being chargedp
with the net differential to the appropriate
for the
Likewise, laptops may be substituted Department account. p and
p of the Department Head,
standard desktop units with the approval •
appropriate
withdifferential costs being charged to the app p
the net
Department account.
• • at the beginning of the Capital
Deployment Schedule: Each year, g
Division will identify which
Program (CIP) process, the ITIm rovement g request for
Improvement machines and submit the
employees are to receive the new
the IT Division staff will schedule
din If funded through the CIP,
funding. between September and May.
duringp
deployment the fiscal year
• Deployment Strategy: Prior to ordering new equipment, employees who
computers will be contacted by
have been scheduled to receive new p
information and data
Division staff to obtain personal preference
the IT installation. Once this
transfer information that is critical to a successful
information has been obtained, delivery of the new unit, once ordered,
will
be coordinated with the end-user.
- 29 -
ittVivrsTrirsi 7 Irfinciagia
s r (;)
,, „:*:'4,„wix74::!,
• "Trickle Down" computers: The IT Division has established a minimum
hardware configuration for computers to be eligible for hardware and
software support from the IT Division. Departments should take this into
consideration when determining deployment of old computers. If an old
computer does not meet the minimum hardware configuration for
memory, hard drive size, or processor speed, then the Department may
choose to have the IT Division upgrade the old computer to the minimum
configuration or better, at Departmental expense. If an old computer
meets or exceeds the minimum hardware configuration, IT will "refurbish"
the old computer which includes formatting the hard drive and installing
the most current operating system the hardware will support. Likewise,
application software will be installed per new user preference according
to the capability of the computer.
• Application/File Servers and Network Infrastructure: Systems
management is an ongoing process that involves automated information
systems to track utilization rates to determine stress levels on the networks,
servers and telecommunications equipment. Reports generated by those
automated systems provide an accurate assessment of how the Town's
networks and information technology are used in order to plan future
system upgrades and replacements that require capital expenditures.
Generally, application/file servers are replaced or upgraded on a 4-5 year
cycle. Other network components are replaced as the need for newer
technology dictates such replacement.
- 30 -
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IT/GIS MIGRATION MILESTONES
- 33 -
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Create Electronic G
overnment (EGov)/Centralize Web Services
Average Rank: 3.07
mmer for the updating,
n: Hire a full time web master/programmer web services
and programming of the Town's
management, oversight, he inte ration of all
position will also be responsible for t g
This lement.
(Intranet/Internet).
• • the Town plans to imp
web based (Intranet/Internet) initiatives that
Upgrade Financial and HR Applications
Average Rank: 3.14
Resources applications to provide
Upgrade Finance andpp
Explanation: Human will need to
access to Town staff. This upgrade
integration and Intranet cash
g is
accommodate electronic time sheets, electronic purchase orders, and
register/POSposting osting to cash receipts.
Bill/FeeOn-line Payments
Average Rank: 3.43
Town's web site. Such
Provide on-line payments through the
Explanation: Pro
payments would include permits, business licenses, utility bills,
court fees,
recreational reservations, transportation tickets, etc.
Electronic Records/Inventory Management
Average Rank: 3.93
system for
Provide an electronic records/inventor y management
Explanation: should be a
Clerk, Magistrate, and Finance. This system
Police Department, g ers and
centralized database (SQL)
which must also be able to utilize scann
handheld computers.
Upgrade Permits/GIS to SQL Database Format
Average Rank: 4.21This
and globalization.
: Provides for Permits Plus and GIS integration
Explanation:
upgrade will also allow for easier Internet and Intranet access to these services.
Global Access to GIS
Average Rank: 4.93
Explanation: Provide Internet and Intranet access to GIS services for Town
employees and citizens.
- 34 -
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Training Facilities
Rank: 5.29acilitAverage Town employee training. F Y
Provide a centralized location for p
Explanation: abilit to rovide training
should accommodate at
least 10 workstations with the y p
utilizing variou
s media formats and methods.
- 35 -
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r;vv .Ott..2.•:v`}.::{:t,":�•_; , //a'�{ ��!R�.,.t:•�o{ci^.;�.�. t:�Y .}�'a.•.-."�'brn••�.t.\,::.,.,,. ......';.;.
Bandwidth be sent through a
How much information (text, images, video, sound) can
connection.
Browser
informationfrom the Internet. Browsers provide a
used to view
An applicationaccessingthe vast amount of
for navigating
user-friendly interface through and
information on the Internet.
Electronic Government (E-GOV)
• information technologies (such as Wide
government of
The use by agenciesthat have the ability to
Internet, and mobile computing)
Area Networks, the In ' businesses, and other arms of government.
transform relations with citizens,
Email
Communicationsgraphics that are sent from one
comprised of text and/or
networks or the Internet.
person to another using corporate
Resource Planning (ERP)
Enterpriseesources and finances as well as
A set ofapplications that automate human r
handle other business tasks.
hic Information Systems (GIS)
Geog
rap An organized collection of computer hardware, software, geographic data,ture, store, update, manipulate,
personnel designed to efficiently cap
and referenced information.
and display geographically
analyze, p y all forms of
Internet reliable and redundant
of computer networks providing
A worldwide systempusingcommon
disparate computers
connectivity between and systems by
transport and data protocols.
Intranet bycorporations for internal
networks, usually maintained
Intranets are private protocols, software and
which use Internet -- usually web -- p
communications, networking and information
relativelycheap, fast, and reliable net g
servers. They are p
warehouse systems that link offices it is easy the world. They make for
corporate users to communicate with one another, and to access the information resources of the internet.
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iiirmivernmos
Online Service of data transmitted
provides its subscribers withvariety
A business that a wide infrastructure in which
lines. Online services
over telecommunicationsprovide an with one another, either by exchanging
email
subscribers can communicate
messages or by participating atin in online conferences (forums).
Portal broad array of resources and services, such as
or service that offers a
A Web site and on-line shopping malls. The first Web portals
search engines,
email, forums, gto the Web, but by now
s such as AOL, that provided access
were online services, themselves into Web
search engines
most of the traditionalhave transformedportals to
attract and keep a larger audience.
Resource Locator (URI)Uniform
Web address of a site on the Internet.
The World Wide Web address.
v�rvvw.townoforovalley.com
is the Oro Valley's World Wide
Web Page Each Web page is a
sites are a collection of electronic "pages."
All Web Language) that contains text,
Markup .
document formatted in HTML (Hypertext or
player files, QuickTime videos
media such as RealAudiop Y
images or objectsfirst point of entry and
"homepage" is typically a visitor's
Java applets. The features a site index. Pages can be static or dynamically generated. All frames
and frame parent documents are counted as pages.
Webmaster or organization's web site.
to administering a corporationg
The individual assignedk codes HTML pages,
information trees, designs the look,This person lays out the addition, he or
and checks that links are intact. In
handles editing and additions the site.
responds to email generated by
she monitors, routes and sometimes p
Web Site on the World Wide Web,
virtual location for an organization's presence
The single home page designated by a
kin upg
usually making several web pages and a
unique URL.
WiFi radio signals to transmit and
receive data over distances from a few hundred
network that uses high frequency g
A local area feet to several miles.
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