HomeMy WebLinkAbout03/22/2012 - Workshop Agenda Packet - City CouncilTable of Contents
Agenda 2
Workshop No. 2 - 2012 Bond Sale and Refunding Presentation
Coversheet updated 4
List 5
Workshop No. 3 - Tech Plan Brief to Council
Coversheet updated 7
Tech Plan 8
1
Mayor
Nancy Berry
Mayor Pro Tem
Dave Ruesink
City Manager
David Neeley
Council members
Blanche Brick
Jess Fields
Karl Mooney
Katy-Marie Lyles
Julie Schultz
Agenda
College Station City Council
Workshop Meeting
Thursday, March 22,2012 6:00 p.m.
City Hall Council Chambers, 1101 Texas Avenue
College Station, Texas
1. Presentation, possible action, and discussion on items listed on the consent agenda.
2. Presentation, possible action, and discussion on City of College Station 2012 bond sale and refunding and
financing structure. (This item is also on consent agenda item 2d)
3. Presentation and discussion regarding an update briefing of the City's Technology Plan.
4. Council Calendar
March 23 14th Annual Crawfish Boil at the Expo Center, 5:30 p.m.
March 24 Arts Council of Brazos Valley - "Savour the Arts" at George Bush Presidential Library,
7:00 p.m.
March 27 Youth Advisory Town Hall Meeting at A&M Consolidated High School - 180 1 Harvey
Mitchell Parkway South, 4:30 p.m.
April 2 Citizen's University 2012 (Council) in Council Chambers at 7:00 p.m.
April 4 15th Annual M.B. Zale Lecture and Award "Theo Killion" CEO Zale Corporation at Ray
Auditorium, Mays Business School, 11:30 a.m.
April 5 P&Z Workshop/Meeting in Council Chambers at 6:00 a.m.
April 6 City Offices Closed - HOLIDAY
April 12 City Council WorkshopRegular Meeting at 3:00 p.m. and 7:00 p.m.
5. Presentation, possible action, and discussion on future agenda items and review of standing list of Council
generated agenda items: A Council Member may inquire about a subject for which notice has not been
given. A statement of specific factual information or the recitation of existing policy may be given. Any
deliberation shall be limited to a proposal to place the subject on an agenda for a subsequent meeting.
6. Discussion, review and possible action regarding the following meetings: Animal Shelter Board, Arts
Council of the Brazos Valley, Arts Council Sub-committee, Audit Committee, Bicycle, Pedestrian, and
Greenways Advisory Board, Brazos County Health Dept., Brazos Valley Council of Governments,
Brazos Valley Wide Area Communications Task Force, BVSWMA, BVWACS, Cemetery Committee,
Code Review Committee, Convention & Visitors Bureau, Design Review Board, Historic Preservation
- - --- - -- - -- -- - - --- - - -- - - - - - - - - - . -- . - a
Page 12 -- -. ---
City Council Workshop Meeting
Thursday, March 22,20 12
Committee, Interfaith Dialogue Association, Intergovernmental Committee, Joint Neighborhood Parking
Taskforce, Joint Relief Funding Review Committee, Landmark Commission, Library Board, Metropolitan
Planning Organization, National League of Cities, Outside Agency Funding Review, Parks and
Recreation Board, Planning and Zoning Commission, Research Valley Partnership, Regional
Transportation Committee for Council of Governments, Signature Event Task Force, Sister City
Association, TAMU Student Senate, Texas Municipal League, Transportation Committee, Zoning Board
of Adjustments, (Notice of Agendas posted on City Hall bulletin board).
7. Adjourn.
APPROVED:
Notice is hereby given that a Workshop Meeting of the City Council of the City of College Station, Texas
will be held on the 22nd day of March, 2012 at 6:00 pm in the City Hall Council Chambers, 1101 Texas
Avenue, College Station, Texas. The following subjects will be discussed, to wit: See Agenda
*ted#us 16th gay of March, 2p12 at 5 :00 pm
I, the undersigned, do hereby certify that the above Notice of Meeting of the Governing Body of the City of
College Station, Texas, is a true and correct copy of said Notice and that I posted a true and correct copy of
said notice on the bulletin board at City Hall, 11 01 Texas Avenue, in College Station, Texas, and the City's
website, www.cstx.~ov . The Agenda and Notice are readily accessible to the general public at all times.
Said Notice and Agenda were posted on March 16,2012 at 5:00 pm and remained so posted continuously for
at least 72 hours proceeding the scheduled time of said meeting.
This public notice was removed fiom the official board at the College Station City Hall on the following date
and time: by
Dated this day of ,2012.
CITY OF COLLEGE STATION, TEXAS BY
Subscribed and sworn to before me on this the day of 2012.
Notary Public - Brazos County, Texas My commission expires:
This building is wheelchair accessible. Handicap parking spaces are available. Any request for sign interpretive service must be
made 48 hours before the meeting. To make arrangements call (979) 764-3517 or (TDD) 1-800-735-2989. Agendas may be
viewed on www.cstx.~ov. Council meetings are broadcast live on Cable Access Channel 19.
March 22, 2012
Workshop Agenda Item No. 2
2012 Bond Sale and Refunding Presentation
To: David Neeley, City Manager
From: Jeff Kersten, Executive Director of Business Services
Agenda Caption: Presentation, possible action, and discussion on City of College
Station 2012 bond sale and refunding and financing structure. (This item is also on
consent agenda item 2d)
Relationship to Strategic Goals: Goal 1.1 Spending taxpayer money efficiently.
Recommendation(s): Staff recommends the City Council receive the presentation
and provide any input or direction desired.
Summary: As part of a growing community, the City of College Station has
infrastructure needs that must be met. The City has a capital plan to address those
needs. Categories of capital projects include streets, parks, facilities, and utilities
including electric, water, wastewater and drainage. This presentation will provide an
overview of the 2012 proposed capital project funding list, potential refunding
opportunity, and structure of financing.
The City has the opportunity to refund a portion of its General Obligation, Certificates
of Obligation and Utility Revenue Bonds from 2003, 2004 and 2005 in order to
achieve savings due to lower interest rates that are currently available. The City's
Financial Advisor, Drew Masterson with First Southwest Company has presented the
City with an opportunity to issue refunding bonds for several of our outstanding
General Obligation, Certificates of Obligation and Utility Revenue Bond series.
Refunding is issuing new debt to replace and pay off existing debt. Refunding can be
done for a number of reasons; however, most often are used to accrue a savings
against the current debt. The City Council's Finance and Budgetary Policies allow for
the City to "refund" debt when there is a net present value savings of at least 5%.
This refunding opportunity will save the City approximately 8.379% over the
remaining life of the issues.
In order to take advantage of low interest rates and save on debt issuance cost, staff
plans to recommend combining the new money sale with the refunding. Combining
the two issues would require a negotiated sale rather than our normal bidding
process.
In a negotiated sale, a consortium of investment firms is selected with one firm
named as the managing partner for the sale. The sale is negotiated and pricing is
verified against pricing for similar instruments within a few days of the actual sale
date to make sure that the City is getting good pricing for its debt.
Budget & Financial Summary: In Fiscal Year 2012 the City intends to issue
$4,435,000 in General Obligation Bonds and $17,400,000 in Certificates of
Obligation Bonds. Based on current estimates, the refunding of $28,715,000 will
reduce the overall cost of the refunded bonds by at least 8.379% over the remaining
life of the existing bonds. Total gross savings will be at least $2,951,528.99 with a
net present value savings of $2,534,570.58. Annual actual savings will range
between at least $210,787.50 and $233,412.50 per year. The savings will help the
City by providing an additional margin that Council may choose to use for projects
not currently funded by an identified source.
Attachments:
1. List of 2012 Long Term Debt Funded Projects and Proposed Refunding
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2012 Proposed Bond Issue
General Obligation Bonds
2003 General Obligation Bonds Amount
Streets and Transportation
Oversize Participation 440,000$
Streets and Transportation Projects Total 440,000$
2003 General Obligation Bond Total 440,000$
2008 General Obligation Bonds
Streets and Transportation
Penberthy Extension 500,000$
Traffic Signals 650,000
Bird Bond Road Rehabilitation *423,000
Rock Prairie Road Bridge Widening Design *567,000
Health Science Center Parkway *500,000
Lincoln Sidewalks 200,000
Rock Prairie Road West Right of Way 630,000
Lick Creek Hike and Bike Trail 100,000
University Drive Pedestrian Improvements Ph II 250,000
Streets and Transportation Projects Total 3,820,000$
Parks
Lick Creek Park Trail Completion 100,000$
Lincoln Center Addition 75,000
Parks Projects Total 175,000$
2008 General Obligation Bond Total 3,995,000$
New General Obligation Bond Total 4,435,000$
Proposed Refunding 28,715,000$
General Obligation Bonds and Refunding Total 33,150,000$
*From remaining Barron Road Widening authorization.
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2012 Proposed Bond Issue
Certificates of Obligation
General Government Certificates of Obligation Amount
General Government
Fiber Optic Infrastructure 100,000$
General Government Projects Total 100,000$
Utility Certificates of Obligation
Electric
General Plant 980,000$
Overhead System Improvements 1,050,000
Underground System Improvements 750,000
New Services and System Extensions 1,475,000
Residential Street Lighting 60,000
Thoroughfare Street Lighting 132,000
Distribution System Improvements 1,853,000
Transmission System Improvements 1,700,000
Electric Projects Total 8,000,000$
Water Projects
Dowling Road High Service Water Pump Improvements 3,000,000$
Water Projects Total 3,000,000$
Wastewater
Bee Creek Parallel Trunk Line 550,000$
Royder/Live Oak Sewer Ext (FM 2154)500,000
South Knoll/The Glade Rehabilitation 1,600,000
Carter Creek Headworks Improvements 1,500,000
Lick Creek Centrifuge Replacement 1,100,000
Carter Creek Lab and SCADA Building 750,000
Wastewater Projects Total 6,000,000$
Utility Certificates of Obligation Subtotal 17,000,000$
Estimated Debt Issuance Costs **300,000$
Certificates of Obligation Total 17,400,000$
** This is 0.59% of the total bond issue and refunding
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March 22, 2012
Workshop Agenda Item No. 3
Tech Plan Brief to Council
To: David Neeley, City Manager
From: Ben Roper, IT Director
Agenda Caption: Presentation, and discussion regarding an update briefing of the City's
Technology Plan.
Key Strategic Initiative: Core services and infrastructure.
Recommendation(s): Staff recommends the acceptance of the Technology Plan as report
only.
Summary: A five year Technology Plan is prepared annually in support of the City's
Strategic plan and as a part of the budget preparation process. The plan is finalized once
the budget is set and provides a planning tool for technology throughout the City. The
planning process looks at what is required to maintain the current level of technology as
well as new technologies which may provide more efficient service or enhance the services
provided to citizens.
This Year’s Tech Plan is in a completely revised format and provides significantly more
information regarding technology implementation in the Ctiy.
Budget & Financial Summary: Each year all proposed technology projects are evaluated
in terms of their relevance to the Council adopted Strategic Plan and the funding available
for implementation.
Attachments:
Tech Plan
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College Station, Texas
Department of Information
Technology
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Table of Contents
Executive Summary ......................................................................................................... 3
SECTION 1 ...................................................................................................................... 4
IT Governance ................................................................................................................. 4
1.1 Technology Governance ........................................................................................ 5
1.2 Department of Information Technology Organization ............................................. 6
SECTION 2 ...................................................................................................................... 9
Strategic Directions and Initiatives ................................................................................... 9
2.1 Department of Information Technology Goals ........................................................ 9
2.2 Department of Information Technology Objectives .............................................. 10
2.3 Department of Information Technology Guiding Principles .................................. 10
SECTION 3 .................................................................................................................... 12
Information Technology Projects ................................................................................... 12
3.1 MDT System Replacement (CO 0701) ................................................................. 14
3.2 Wireless Infrastructure (CO 0704)........................................................................ 15
3.3 Fiber Optic Infrastructure (CO 0902) .................................................................... 15
3.4 E-Mail and File System Migration (CO 1201) ....................................................... 16
3.5 Network and Data System Upgrade (CO 1202) ................................................... 16
3.6 Court Software Upgrade (CO 1203) ..................................................................... 17
3.5 ERP System Upgrade/Replacement (CO 1204) .................................................. 17
SECTION 4 .................................................................................................................... 19
Management Controls and Processes ........................................................................... 19
SECTION 5 .................................................................................................................... 21
Information Technology Architecture ............................................................................. 21
5.1 Enterprise Architecture ......................................................................................... 21
5.2 Application and Data Architecture ........................................................................ 21
5.3 Platform Architecture ............................................................................................ 22
5.3.1 Platforms ............................................................................................................. 23
5.4 Network Architecture ............................................................................................ 24
5.5 Security Architecture ............................................................................................ 26
APPENDIX A ................................................................................................................. 28
Technology Forecast Project Plan ................................................................................. 28
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Executive Summary
The Department of Information Technology is an internal service department. Similar to most other city
departments, the fiscal challenges of the last two years have resulted in increasing service demand at the
same time as resources have declined. To face these challenges, the department is reevaluating past
business practices, taking steps to be more efficient, and examining ways to strengthen relationships so
technology can be applied intelligently and deliberately to solve business and service delivery challenges.
The City of College Station Information Technology Plan for Fiscal Year 2012 is significantly changed
from the Technology Plans submitted in previous years. This document contains significantly more detail
and a broader scope explaining how technology is used and applied within the city, and linking the efforts
of the Department to the Strategic direction provided by Council. The plan provides expanded detail
regarding Capital Projects that have been approved for either continuation or implementation in FY 12,
including current status, required resources, and information on the return on investment for these
projects.
The challenges faced by the city and the department as technology continues to evolve at a rapid pace are
discussed in appropriate sections of the plan, including the philosophy, guidelines and objectives that are
used to respond to current technological trends that are challenging the way technology has been applied
and delivered in the past. An overview of the technology architecture that exists and is being adapted to
meet evolving requirements is presented. This overview demonstrates the complexity and extensive
nature of technology use in the city, affecting virtually every employee and impacting the service
provided by other departments. Finally, Appendix A contains the information previously presented as the
Technology Plan, renamed as the Technology Forecast Project Plan.
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SECTION 1
IT Governance
Like many governments faced with growth in
demand for services, while confronting a strained
economy, the City is faced with major challenges
and opportunities where technology innovation is
essential. These challenges and opportunities are
fueled by heightened expectations from the City’s
citizens and business community to interact and
conduct business with the City utilizing modern
technology and web-based capabilities that
enhance information, communication, and
transactions in a variety of formats, and enable
further transparency in government. An
environment of rapid change and the need for
responsiveness together with finite resources
highlights the importance of thoughtfully
considered deployment of IT trends, that embrace
supportable standards and nimble IT enabled
services. The City’s Information Technology (IT)
capabilities must be contemporary, flexible,
scalable, secure, and environmentally conscious
with the ability to respond to new goals and
dynamically changing service and operational
requirements by various entities.
The City’s IT environment builds on an enterprise
architecture that includes, where appropriate,
industry standards, open systems, and tools that
support a variety of needs and diverse portfolio of
systems. The supporting infrastructure foundation
is designed to ensure the integrity and safety of
transactions, efficiency of resources, data and
optimum system performance. Strategic planning,
governance and program management assures
inclusion in decision making and implementation
of solid products, and effective solution delivery at
a fully leverage cost.
To enable College Station’s technology program
to meet these challenges, continued emphasis is
placed on determining solutions that provide
enhanced web based on-line capabilities
(including mobile applications), promote cross
department business processes, enable information
sharing for more effective decision making, and
promote greater transparency by making
information more publicly accessible; and enable
key City priorities such as increasing the
efficiency and effectiveness of service delivery,
use of WEB 2.0, 3.0, mobility, and green IT
initiatives, self-service opportunities; ensure data
security and privacy; and maintain low cost,
supportable and secure infrastructure. IT
investments enable these priorities as well as
executive leadership goals. Emphasis is also
placed on processes to ensure that IT projects are
managed consistently through proper levels of
oversight and tracking, and ensure that IT
investments are leveraged, deliver a return on the
investment and are aligned with the City’s
strategic goals.
This plan summarizes the City’s underlying
principles for IT Governance: (Section 1);
Strategic Directions and Initiatives (Section 2),
Information Technology Projects (Section 3);
Management Controls and Processes (Section 4);
and Information Technology Architecture (Section
5). The plan describes adopted technology
investments that accomplish identified goals and
objectives; provides status of ongoing project
accomplishments; identifies resources required for
implementation; and states the return on
investment benefits projected by the sponsors of
the projects. Projects are linked to department
sponsor business and Council’s Strategic Plan and
Initiatives.
The routine operational activities, on-going
support efforts, and normal upgrades and
maintenance work and personnel costs for the
Department of Information Technology (DIT)
described in this plan are funded in the General
Fund-Fund 100. Major projects are funded from a
variety of sources and may include a combination
of cash and debt issuance. Most debt issued for
technology projects is in the form of Certificates
of Obligation (CO). Sometimes projects included
in the IT Plan are funded from other sources such
as sponsor department budgets or income funds or
other monies to take advantage of total available
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City dollars, and provide additional opportunities
to meet IT investment goals. Some technology
projects are funded by assessing the using
departments an annual assessment, which is
placed in the Equipment Replacement Fund -
Fund 225. Additional details of each fund can be
found in the City of College Station Fiscal Year
2011-2012 Approved Annual Budget.
1.1 Technology Governance
Technology is managed as an enterprise capability
in the City. The Department of Information
Technology (DIT) serves primarily as an internal
service delivery department and is responsible for
direction and execution of information technology
and communications systems and support services
on an enterprise-wide infrastructure and
architecture framework, setting standards for most
systems. Individual departments may have a
designated staff member or members that support
small scale department business specific point
solutions or provide enhanced support and
interface for members of that department.
There is close cooperation and collaboration
between the Department of Information
Technology (DIT) and other City Departments
who rely heavily on technology to support their
service delivery, including Public Comm-
unications, Utilities and Public Safety (Fire,
Police).
Public Communications provides multiple tools to
assist interested citizens the opportunity to learn
more about the City’s operations, programs, and
activities. The City has long made it possible for
the public to subscribe to information published
through e-mail using “E-Notifier”
(http://www.cstx.gov /index.aspx ?page=3085),
and is increasing the breadth of available
information through various channels. The City
provides RSS feeds (http://www.cstx.gov
/Rss.aspx?type=5¶mtime=Current), which
allow users to have information sent to them
through tools explicitly designed to track
published information. Access to information is
also expanded through City blogs
(http://www.cstx.gov/index.aspx?page=3609).
Public Communications also manages award-
winning broadcast production content for College
Station Government Channel 19. Channel 19
televises a variety of programming, including City
Council Meetings, which are also available by
video stream, providing residents with
programming about City programs and services
that serve the community. The department also
manages the City website (www.cstx.gov) and
works with other departments to coordinate the
City’s presence and message delivered by social
media. Posting content on these sites allows the
City to access an expanded, and potentially
younger, audience than it has in the past.
Electric Department and Water Services
Department work with DIT to coordinate projects
and service delivery. Both Utility Departments
operate and maintain supervisory control and data
acquisition (SCADA) networks that interface with
the city data network and are allocated dedicated
fiber strands on the city’s fiber optic infrastructure
network. Both departments are also key, non-
public safety users of the city radio, telephone and
pager systems.
The City public safety departments Fire (including
Emergency Management) and Police are heavily
supported by the DIT. Critical data and voice
communication systems as well as various
applications supporting day-to-day operations rely
extensively on IT support and expertise. During
the last four years 35 public safety positions have
been added to the city payroll. Due to the
extensive demand placed on IT support by public
safety departments, maintaining the service level
in this area is presenting an increasing challenge.
Annually the DIT works with other city
departments to develop and publish a Technology
Forecast Project Plan. This plan provides a
planning roadmap that is used to identify major
projects that are either technology based, or
contain a significant technology component.
Almost exclusively, major technology projects are
managed by the DIT. Projects that contain a major
technology component may be managed by DIT
or by the sponsoring department. The technology
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forecast project plan also projects when the plan is
anticipated to be implemented. This information is
used by the Fiscal Department in budget planning
for future years. The technology forecast project
plan is a planning document only. Inclusion of a
project on the plan does not constitute approval of
the project or authority to disburse funds. All
projects must be submitted via City approved
budget and project submission procedures.
1.2 Department of Information Technology Organization
The Department of information Technology (DIT)
provides leadership, process governance,
architecture resources and expertise in developing
and deploying and maintaining modern
information technologies to improve government
efficiency and effectiveness. DIT designs,
manages, and implements all aspects of
information technology capabilities, programs,
and supporting infrastructure that enable City
agencies to effectively deliver services and
information to internal staff, citizens and the
community. To provide focus and direction to
staff within the department and to help plan for the
future, an overall mission was established with
four overarching goals, supported by eight
objectives. The mission and goals statements were
developed with considerable input from other
departments, City Leadership, and the IT staff.
College Station continues to make the necessary
investments in information technology hardware
and software, which through careful planning,
cooperative business and technical execution
provides its citizens with a return on investment in
the form of improved services. The department’s
goals were established to energize performance
while DIT’s functions of developing and
maintaining information technology systems, and
providing secure, agile and sustainable technology
infrastructure and customer service support other
city departments. The Department of Information
Technology is charged with establishing
technology architecture, implementing and
managing systems, applications, communications,
and the overall management and security of the
City’s information assets.
The organizational structure of the Department of
Information Technology (DIT) has evolved over
the years to align with changing priorities, trends,
requirements, and leverage technology platforms
and resources (Figure 1 at the end of this section
shows the DIT organizational structure). It is
designed to address the ongoing evolution of
technology and its utilization in support of the
business functions within city government. This
evolution has seen a tremendous growth in the
demand for web based systems, mobile and other
wireless devices, as well as platforms that support
enterprise class solutions and software
applications. Additionally, there has been
increasing interest in cloud’ architectures and
green IT initiatives. These information technology
capabilities are becoming crucial components in
the day-to-day operations of almost all areas of
City government, and the increasing complexity
and sophistication of these systems require well-
trained support staff, and demands that end users
assume more responsibility for understanding and
knowing the applications they use on a daily basis.
Through necessity, DIT is becoming the
technology facilitator rather than the know all
expert in every conceivable technology or
application.
DIT is organized into five IT functional area
divisions containing subject matter experts that
support enterprise-wide systems. These functional
areas include IT Support Center, Management
Information Systems (MIS), E-Government,
Communications, and Geographic Information
Service (GIS). A brief description of each
functional area and their main functions is
included in the following paragraphs.
IT Support Center
The IT Support Center serves three very different
functions. First, the support center representatives
serve as Tier 1 support for users. They provide a
wide range of technical assistance for resolution of
routine hardware and application problems
experienced by users. Roughly one third of user
support calls are resolved by the IT Support
Center.
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The second function performed by the IT Support
Center is to provide administrative support for the
IT Department. These functions include,
purchasing support, recording timesheets,
managing department budget and various other
administrative tasks.
The IT Support Center also provides supervision
for the city Mail services. This includes
supervision of personnel, managing mail accounts,
mail pickup and delivery and package handling.
Management Information Systems (MIS)
MIS is an umbrella division that includes three
different functional areas; network, computer and
desktop application support, and enterprise
application support.
- The network functional area provides high
quality design and support services for the
City’s Intel CPU based servers and the
Ethernet switches and routers that support
data connectivity.
- The computer and desktop application support
functional area provides personal computer
hardware and software resolution to all city
computer users, installs and repairs
microcomputers including internal parts and
peripherals, diagnoses system hardware,
software and operator problems, and works
with outside vendors for needed hardware
repairs.
- The city’s systems analysts and business
system manager make up the enterprise
application support functional area. This
internal service area provides project
management support for major IT projects,
particularly those with a significant enterprise
software implementation or integration
component. This functional area also provides
production support for the city’s Enterprise
Resource Planning (ERP) applications used by
City departments and the hardware for
designated critical systems (i.e. Public Safety
dispatch and the IBM I-series system).
E-Government
The E-Government division has experienced
significant change over the last two years. As
recently as two years ago, this division consisted
of two personnel, a Coordinator and a Technician.
Due to budget reductions, the E-Government
Coordinator position was eliminated at the end of
FY 2010. More recently the person serving as E-
Government Technician was promoted to another
position in the department. The City E-
Government goals and plan was revisited. The
result of this examination was a decision to
reclassify the E-Government Technician position
to that of E-Government Coordinator. This
reclassification is complete.
Communications
Communications maintains several critical
systems including, the Trunk Radio System, Fire
Station Alerting, and Paging systems used by
Police and Fire to provide critical public safety
emergency services. Additionally, they support
critical interfaces such as the telephone and
computer networks that provide open
communication between the public and all City
departments. Less obvious but extremely vital is
the maintenance of the over 120 miles of fiber
optic cable owned by the city which provides a
flexible, virtually bandwidth-unlimited
connectivity backbone.
Geographic Information Services (GIS)
The City maintains a centralized, enterprise GIS
system. IT serves as the hub of the City’s GIS
functions, providing clear standards, goals, and
usability across all departments. Several
individual departments have GIS analysts or
technicians that use the GIS system and data to
support their department functions and uses. IT
provides overarching policy guidance, strategic
innovation and support.
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Figure 1: Department of Information Technology Organizational Structure
Information Technology Department
Assistant Director
GIS
GIS
Coordinator
1F
E-Gov
Coordinator
GIS
Technician 1F
GIS Intern
1 S/T
Business
Systems
Manager 1F
Systems
Analyst 5F
Network
Analyst 2F
Microcomputer
Coordinator 1F
Microcomputer
Specialist 5F
E-Gov MIS Communications
Communication
Services
Coordinator 1F
Communications
Tech 4 F
Department Director
Senior
Communications
Technician 1F
IT Support Center (Admin)
Mail
Software and Development Infrastructure
Network Admin
1F
IT Support
Center
Supervisor 1F
IT Support
Reps 2F
Postal Svcs
Asst. (1PT)
Mail Clerk
(1PT)
Executive Director of Business Services
Note:MIS includes the functional areas of Business Systems, Network and Microcomputers. For reporting purposes, Business Systems
Manager and Micro Coordinator Report to the Assistant Director. Network Analysts report to the Director.
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SECTION 2
Strategic Directions and Initiatives
The City’s Information Technology Goals are
aligned with and complement the Strategic Plan
and Strategic Initiatives developed by City
Council. Providing overarching guidance Council
has adopted the following Vision statement:
College Station…will be a vibrant, progressive,
knowledge-based community which promotes
the highest quality of life by…
§ ensuring safe, tranquil, clean, and healthy
neighborhoods with enduring character;
§ increasing and maintaining the mobility of
College Station citizens through a well-
planned and constructed inter-modal
transportation system;
§ expecting sensitive development and
management of the built and natural
environment;
§ supporting well planned, quality and
sustainable growth;
§ valuing and protecting our cultural and
historical community resources;
§ developing and maintaining quality cost-
effective community facilities, infrastructure
and services which ensure our city is cohesive
and well connected; and
§ pro-actively creating and maintaining
economic and educational opportunities for all
citizens
College Station will continue to be among
the friendliest and most responsive of
communities and a demonstrated good
partner in maintaining and enhancing all
that is good and celebrated in the Brazos
Valley. It will continue to be a place
where Texas and the world come to learn,
live, and conduct business
Further refining the Vision statement above,
Council has stated that, “Promotion and
advancement of the community’s quality of life
is what we, the Council view as our mission on
behalf of the citizens of College Station.”
Through the Strategic Planning process, City
Council identified the following six key strategic
initiatives that support both the Vision and
Mission of the Council:
§ Financially Sustainable City
§ Core Services and Infrastructure
§ Neighborhood Integrity
§ Diverse Growing Economy
§ Improving Mobility
§ Sustainable City
Information Technology Goals, Objectives and Guiding Principles
2.1 Department of Information Technology Goals
In recognition of the need to link the City’s
Information Technology efforts more closely to
Council’s Strategic Plan, Vision and Mission, the
following City-wide Information Technology (IT)
goals have been established:
§ The City will use technology to increase
government transparency and
accountability.
§ The City will use technology to more
effectively and efficiently deliver services
to citizens.
§ The City will develop and maintain
critical technology infrastructure that
supports the delivery of core services.
§ The City will identify and prioritize the
delivery of technology programs and
enhancements that increase staff
efficiency and effectiveness.
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The formulation of these goals provides a
framework by which the allocation of critical
resources are directed, categorized and aligned
with City goals. The goals are reviewed annually
for applicability and relevance against new
demands on City business requirements and IT
industry trends
2.2 Department of Information Technology Objectives
The Department of Information Technology is
charged with delivering quality and innovative
information technology solutions that provide City
staff and, as applicable, citizens with solid
technical capabilities that ensure the integrity of
the City’s information, service efficiency and
convenient access to appropriate information and
services. DIT has established objectives used to
evaluate and guide operations. Unlike goals,
which are derived from Council Strategic
Initiatives, objectives are more closely linked to
the philosophy the department will use in
delivering services. DIT embraces the following
objectives:
Objective 1 : Deliver timely and effective response
to customer requirements through teamwork.
Objective 2: Provide vision, leadership, and a
framework for evaluating emerging technologies
and implementing proven information technology
solutions.
Objective 3: Provide customers with convenient
access to appropriate information and services
through technology.
Objective 4: Work with city departments to
improve business operations by thoroughly
understanding business needs and by planning,
implementing and managing the best information
technology solutions available.
Objective 5: Provide a reliable communication
and computer infrastructure foundation on which
to efficiently conduct City business operations
today and in the future.
Objective 6: Effectively communicate
information about plans, projects, and
achievements to City staff and customers.
Objective 7: Develop and maintain technically
skilled staff competent in current and emerging
information technology, and encourage a user
community that understands and can employ
modern technologies to maximize business
benefits.
Objective 8 : Ensure effective technical and fiscal
management of the department’s operations,
resources, technology projects and contracts.
2.3 Department of Information Technology Guiding Principles
In addition to the Department of Information
Technology’s Goals and Objectives, College
Station’s Information Technology projects and
processes are developed using the following
Guiding Principles:
1. Our ultimate outcome is to use technology as a
tool to provide City employees and citizens with
timely, convenient access to appropriate
information and services.
2. Business needs drive information technology
solutions. Technology is a tool, not a requirement.
3. Implement contemporary, but proven,
technologies. College Station will stay abreast of
emerging trends through an ongoing program of
technology evaluation, but will not chase the
newest trend or fad. New technologies will often
be introduced through pilot projects where both
automation and its business benefits and costs can
be evaluated prior to any full-scale adoption.
4. To the maximum extent possible, hardware and
software shall adhere to open (vendor
independent) standards and minimize proprietary
solutions. This approach will promote flexibility,
interoperability, cost effectiveness, and mitigate
the risk of dependence on individual vendors.
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5. Provide a solid technology infrastructure as the
fundamental building block of the City’s IT
architecture to support reliability, performance and
security of the City’s information assets. Manage
and maintain the enterprise network as an essential
communications channel connecting people to
information and processes via contemporary
server platforms and workstations. It will provide
access for both internal and external connectivity;
will be flexible, expandable, and maintainable; be
fully integrated using open standards and capable
of providing for the unimpeded movement of data,
graphics, image, video, and voice.
6. Consider the purchase and integration of top
quality, commercial-off-the-shelf (COTS)
software requiring minimal customization as the
first choice to speed the delivery of new business
applications. This may require redesigning some
existing work processes to be compatible with
beneficial common practice capabilities inherent
in many off-the-shelf software packages, while
achieving business goals.
7. Capture data once in order to avoid cost,
duplication of effort and potential for error and
share the data whenever possible. Establish and
use common data and common databases to the
fullest extent.
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SECTION 3
Information Technology Projects
The City’s technology strategy has several key
elements: provide an adequate technology
infrastructure for departments in making quality
operational improvements; redesign existing
business processes with technology to achieve
large-scale improvements in service quality and
achieve administrative efficiencies; and promote
the use of technology in enabling government
services without “doors, walls or clocks”. The
City’s long-term commitment to provide quality
customer service through the effective use of
technology is manifested in service enhancements;
improved access to services electronically,
expedited response to citizen inquiries, improved
operational efficiencies, better information for
management decisions, and increased performance
capabilities.
FY 11 Projects
Major technology projects completed in FY 11
include the replacement and upgrade of the city’s
mid-range computer system (Project CO 1101) -
$170,870, server consolidation and virtualization
(Project CO 0901) - $178,021, aerial topographic
mapping (Project CO 1102) - $92,460, radio
system replacement (CO 0601) - $427,999.
Additional work was also accomplished on the
multi-year project for fiber optic Infrastructure
(Project CO 0902) - $150,798.
New FY 2012 Funded Projects
The FY12 Approved Budget includes a projected
expenditure of $832,000 for technology projects.
Included is $300,000 for the replacement of the
City’s Mobile Data Terminal system. $122,500 is
projected for the Fiber Optic Infrastructure
project. An estimated $224,500 is included for the
E-mail and File System Migration project. Finally,
$185,000 has been included for a Network and
Data Security Upgrade project. These latter two
projects, as well as $200,000 of the MDT System
Replacement budget, will be funded using a
portion of the balance of the Radio System
Replacement project, which is complete and came
in under budget. Additional detail regarding these
and other projects that are scheduled to be
accomplished or continued during FY 12 is found
is Section 3.1
Funding Priorities
Funding priorities for technology projects are
developed through the annual Capital
Improvements Project (CIP) prioritization process.
This process weighs department project
nominations against Council priorities while
considering the requesting Department and City
requirements. Projects nominated by DIT for
funding in FY 12 meet IT project funding is based
on five key investment policy objectives:
· Mandated Requirements: enacted by the
Federal Government, State of Texas, City
Council, Court ordered or City regulation
changes.
· Completion of Prior Investments: multi-
year lease purchase, implements phase or
completion of planned project.
· Enhanced City Security: homeland
security, physical security, and
information security and privacy.
· Improved Service and Efficiency:
consolidate business practices; support
more efficient government; optimize
management and use of City assets and
data; enhance systems to meet the
expectations and needs of citizens; and
promote service that can be provided
through the Internet and e-government.
· Maintaining a Current and Supportable
Technology Infrastructure: consistent and
reliable hardware, software and
communications infrastructure; ensure
that City staff and citizens have
appropriate access to information and
services.
These five investment policy objectives relate to
the City’s continuing focus on making access to
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government services more reliable, secure, and
efficient. The projects on the following pages are
supported and funded for FY 12.
Completion of Prior Investments –
$221,520
The City’s IT program focuses on using
technology as an essential tool to enable cost-
effective delivery of services, and continues to
stress the need to build reliable, supportable
projects for these services in a timely manner.
Many projects funded can be completed within
that fiscal year, while others are multi-phase
projects that require more than one year of
funding. In FY 12, projects that fall under this
category include the Wireless Infrastructure
Project (CO 0704) and the Fiber Optic
Infrastructure Project (CO 0902).
Enhanced City Security – $185,000
The City strives to be as transparent and open as
possible. However, there are legitimate regulatory
and privacy concerns that require various levels of
security for selected data maintained, stored and
used by the city. The Network and Data Security
Upgrade Project (CO 1202) will enhance the
security of city confidential and sensitive data.
Maintain a Current and Supportable
Technology Infrastructure – $524,500
In an ever changing technical environment,
maintaining a current and supportable technology
environment is a challenge that must be
continually addressed to ensure performance,
operability, security and integrity. The City’s
technological improvement strategy strives to
balance business needs that require technology
investments with the desire to adopt contemporary
but relevant and supportable technology industry
trends, as well as the ability to leverage existing
infrastructure. Projects funded in FY 2012 support
the goal of strengthening the City’s technology
foundation where practical, and ensuring that and
City staff and citizens have appropriate and
reliable access to information and services. These
projects include MDT System Replacement (CO
0701) and the E-mail and File System Migration
Project (CO 1201).
The City is heavily dependent on vendor
developed software to meet specialized business
needs. It is incumbent on IT to work with
departments to continually evaluate the
effectiveness of the software application in use
and the responsiveness of the vendors in
supporting the City and responding to technical
and business requirements. In FY 12 IT, working
with affected departments, initiated two projects to
review the current software applications in use,
evaluate potential alternatives and determine if a
change should be made. These two projects are
Court Software (CO 1203), and the ERP System
Upgrade/Replacement (CO 1204). For FY 12, no
funds are budgeted for these two projects,
although staff time will be used to begin the
evaluation process.
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FY 12 Projects
The CIP projects scheduled for continued
implementation or completion in FY 12 are listed
in the following paragraphs. Additional detail
regarding the project description, goals, status,
budget, and Return on Investment (ROI) is
provided for each project. The first three projects
listed reflect the continuation of prior year
investments for multi-year projects that continue
into FY 12.
3.1 MDT System Replacement (CO 0701)
Project Description
This project provides for continued support and
maintenance of the Public Safety radio
communications network. The network’s
component systems are vital for ensuring
immediate and systematic response to
emergencies, and replacement and enhancement is
necessary to maintain performance, availability,
reliability, and capacity to meet growing City
population and demand for public safety services.
This project replaces the electronic equipment that
provides the interface between the radio frequency
system (800/700 MHz radio system) and the
Internet Protocol system (Computer Aided
Dispatch). This equipment is located at the Radio
Tower and this upgrade follows and complements
the Radio System Voice Replacement. The current
Data System vendor, Motorola, does not offer a
low data rate system to replace or upgrade the
current data system. A new vendor, CalAmp
(formerly DataRadio), does provide a similar
system.
Project Goal
The goal of this project is to provide Public Safety
Radio System data that meets the current and
anticipated coverage needs of Fire, PD and
Emergency Responders. The current system is
obsolete and does not provide complete coverage
in key areas that are experiencing growth.
Progress to Date
This system represents a niche market to wireless
vendors and there is an extremely limited number
of vendors that can provide a low bandwidth radio
data system in the spectrum dedicated to public
safety communications. The vendor who installed
the current system does not have a viable
replacement or upgrade product available.
Following extensive research, a vendor was
located and negotiations regarding contract terms
and pricing have taken place. Additionally, the
City entered into an Interlocal Agreement with the
City of Plano to piggyback on their contract with
the selected vendor.
Project Budget
FY 2012 funding of $300,000 is included in the
CIP budget for this project. Funding sources
include $100,000 from the Equipment
Replacement Fund (Fund 225) and $200,000 using
a portion of the balance of the Radio System
Replacement project, which is complete and came
in under budget.
Return on Investment
The return on investment for this project is
realized by the performance, productivity, and
effectiveness of public safety services in the City.
Replaced and upgraded technology for these
systems is critical to the safety of the public and
the public safety personnel they support.
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3.2 Wireless Infrastructure (CO 0704)
Project Description
A revised wireless plan was approved by Council
in November 2008. This plan included staff and
citizen wireless access inside designated city
facilities, a pilot video surveillance project in
Northgate, and the creation of hot zones for staff
and citizen access in select locations throughout
the city. The first two phases of the project are
complete. The final part of this project is the
extension of Wi-Fi zones in selected city
locations.
Project Goal
This project will allow the use of Wireless Fidelity
(WiFi), by city employees in selected areas of the
city, both internal to buildings and externally in
designated "hot zones". This access will provide
the ability for field workers and public safety
personnel to connect to the city network and
conduct business without having to return to the
office.
Progress to Date
As noted above, the initial phased of the Wireless
Project are complete. The infrastructure to connect
and deploy the wireless access points is in place.
IT has coordinated with other departments to
identify the highest priority locations for the hot
zones to be located throughout the city.
Project Budget
The remaining project budget of $118,427 for this
project is expected to be expended in FY 2012.
Funding was originally allocated in FY 07 and
consisted of a total of $200,000 funded through
the issuance of debt in the form of Certificates of
Obligation (CO).
Return on Investment
The return on investment for this project is
realized by the extension of the city network
through wireless technology, making access for
city staff possible in locations outside their
traditional office. The additional of wireless
access in designated locations as a free service to
citizens also enhances the quality of life of the
community.
3.3 Fiber Optic Infrastructure (CO 0902)
Project Description
This project will support the installation of fiber
optic cable to continue expansion of the city's
network to new buildings and facilities, and to
permit the connection of existing facilities that are
not currently on the network.
Project Goal
This project extends city network connectivity to
support voice, video and data to all city facilities
and locations where connection to the network is
necessary to support the delivery of city services
or to permit staff to accomplish their duties.
Progress to Date
This multi-year project continues with the
expansion of the city fiber optic network as
required. Planned sub projects in FY 12 include
Fire Station #6, Central Park concessions and
Southwest Parkway traffic signal connectivity.
Project Budget
Project funds allocated in FY 12 total $122,500.
Funding source for this project is generally
Certificates of Obligation, issued to support
projects expected to be completed in the year of
issue. Total budget allocation for this project is
$1,000,000.
Return on Investment
The return on investment for this project is
realized by the extension of the city network using
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city owned and maintained fiber optic cable to provide connectivity for staff.
3.4 E-Mail and File System Migration (CO 1201)
Project Description
The city’s E-mail and file systems are managed by
Novell software applications. In November 2010,
Novell was purchased by Attachmate Corp.
Attachmate is controlled by a consortium led by
Microsoft. This sale leaves considerable doubt
regarding the long term viability of all Novell
software, but in particular the GroupWise E-mail
application and Novell file management
application. After careful review of all options, the
decision to move toward Microsoft applications
for E-mail and File management was made. This
project implements that decision.
Project Goal
The goal of this project is to migrate the city E-
mail system from GroupWise to Microsoft
Exchange Outlook, and implement Microsoft
Enterprise licensing. This project will also
implement a new E-mail Archive system and
move file and print management from Novell to
Microsoft.
Progress to Date
The change from Novell file and print
management to Microsoft file and print
management is essentially complete. Hardware to
support the new Exchange E-mail platform is in
place and has been configured. Planning to stand
up and migrate city users to the Outlook
application is in progress.
Project Budget
FY 2012 funding of $224,500 is included in the
CIP budget for this project. Funding source is
from the balance of the Radio System
Replacement project, which is complete and came
in under budget.
Return on Investment
The return on investment for this project is
realized by efficiency gained by staff by the
implementation of an E-mail system that is a de
facto standard for office applications. Most
software vendors build in integration or
compatibility with Microsoft Outlook into their
applications as a standard feature. With
GroupWise, the city frequently had to purchase
third party software, develop custom interfaces, or
not implement needed functionality.
3.5 Network and Data System Upgrade (CO 1202)
Project Description
This project will examine city wide data security
standards, policies and procedures and will result
in establishing guidelines and business practices
that will bring the city more closely in alignment
with the ISO 27002 standard for information
security. This project will include the city’s first
Payment Card Industry (PCI) readiness
assessment, network vulnerability testing, and a
security assessment of the i5 system.
Project Goals
Project goals include the development of City
policy that is designed to protect confidential or
sensitive data contained on or transported by city
information resource equipment and systems.
Protection is designed to prevent internal data or
programming errors, misuse by individuals within
or outside the agency, and unauthorized disclosure
of data. This is to lessen the risk of compromising
the integrity of city programs, violating individual
rights to privacy and confidentiality, violating
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criminal law, or potentially endangering the
public’s safety. This project will also serve to
identify information that is confidential or
sensitive and develop policies procedures and
guidelines for transporting confidential or
sensitive data.
Progress to Date
Initial discussion with security vendors to
determine overarching scope and planning has
occurred. Major components of this project will
occur following the E-mail system migration
(Project CO 1201).
Project Budget
FY 2012 funding of $185,000 is included in the
CIP budget for this project. Funding source is
from the balance of the Radio System
Replacement project, which is complete and came
in under budget.
Return on Investment
The return on investment for this project is
realized by improvement of the city network and
data security standards, policies and procedures to
help ensure that there is no inadvertent disclosure
of city sensitive or confidential data.
3.6 Court Software Upgrade (CO 1203)
Project Description
The College Station Municipal Court is
responsible for enforcing criminal laws, traffic
laws and municipal ordinances within the court’s
jurisdiction. To accomplish this task, the Court
uses Case Management and Jury Management
software applications. The current software
applications have been in use for a number of
years and the city has experienced support and
maintenance issues with the software application.
This project will examine other court application
solutions to determine if the city should change
applications or continue with the current solution.
Project Goals
This Project goal is to determine if the city should
change the case management software used by
Municipal Court.
Progress to Date
Court and DIT staffs have collected preliminary
information on other potential software
applications.
Project Budget
There is no funding in the FY 12 budget for this
project. This project was established to track
internal staff time spent on the evaluation of
alternatives.
Return on Investment
The return on investment for this project will be
realized by determining the most efficient and
effective court software application(s) for the city
to use.
3.5 ERP System Upgrade/Replacement (CO 1204)
Project Description
The City’s current ERP system vendor is Sungard
Public Sector (formerly HTE). The city has 27
application modules to perform most city business
functions including, but not limited to accounting,
purchasing, payroll, HR, fleet management, land
management, planning and zoning, building
permits, and utility billing. Many of these
applications no longer meet requirements, or take
an inordinate amount of staff time to perform
“work a rounds” in order to conduct business. This
project will begin the process to examine
alternatives to the current system and recommend
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a replacement solution. There is an identified need
to give priority to the HR and Payroll systems
review. It is possible that these two applications
could be separated from the overall ERP system
review, or may be the initial applications
transitioned to a new system.
Project Goals
This Project goal is to determine if the city should
change the ERP software used by most city
departments to conduct business operations.
Progress to Date
Internal DIT planning has occurred. An initial
meeting with using departments is scheduled.
Project Budget
There is no funding in the FY 12 budget for this
project. This project was established to track
internal staff time spent on the evaluation of
alternatives.
Return on Investment
The return on investment for this project will be
realized by determining the most efficient and
effective ERP system for the city to use.
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SECTION 4
Management Controls and Processes
The overall governance structure is described in
Section 1of this Plan. City Council sets the overall
strategic direction for the City. Working with the
Executive Director of Business Services, the
Director of Information Technology develops
strategy, policy and processes for technology city-
wide, as well as directing the activities in the
Department of Information Technology. The input
of other Department Directors is sought to develop
and prioritize technology and information
initiatives and projects.
The Strategic Plan adopted by Council provides
the City and the Department guidance for long
term technology commitments and allocation of
limited resources to achieve business objectives.
This process is necessary to keep and update
technology, analyze appropriateness of technology
refresh cycles, and the effectiveness and
sustainability of technology investments. Keeping
up with the pace of change in technology and
using technology effectively to meet government
business requirements and public expectations are
still the most critical challenges facing the
department. Advances in technology enable the
workforce to provide better and faster service at a
reduced cost, but changes in technology are
expensive and complex. New technology must be
adopted carefully and integrated wisely into the
existing technology infrastructure of the city in
order to maximize the benefits in a cost-effective
manner.
Seven major trends impact technology solutions
and have the potential to enhance the City’s
current technology architecture. These trends
maximize IT capability for users and stakeholders
while presenting some deployment challenges in
the face of IT resource limitations:
1. The workplace is more mobile; therefore,
users are demanding the ability to perform
more functions without being tied to a
physical location.
2. Communication, collaboration, and
information sharing methods are
increasingly automated.
3. Information resources must be managed
from a full life cycle perspective.
4. Security for information and
communications systems and privacy of
information are critical priorities.
5. Technical architectures are facing
increased capacity and flexibility
demands.
6. Citizens require “around the clock” access
to information and services through a
variety of convenient delivery channels.
7. Interoperability requirements drive a need
for data standards and open information
architecture.
The resources available to the DIT to carry out its
goals and objectives are linked closely to the
available funding. The ability of the DIT to
continue to meet increasing service demands in a
fiscally constrained environment is a tribute to the
skill and capability of the DIT staff. As with most
service organizations the majority of the DIT
operating budget is devoted to salaries and
benefits. In FY 12 this percentage is 56.5%. An
additional 25.8% of the IT operating budget is
devoted to annual maintenance and license fees
for hardware and software used throughout the
city.
The city budget cycle begins early in the calendar
year. Departments, including IT, submit their
budget requests early in the process. The DIT uses
historical financial data as well as projections
based on known and assumed factors to develop a
proposed budget that falls within targets provided
by the Budget staff. The FY 12 budget reflected
the loss of a full time Systems Analyst, part time
mail clerk, and one part time GIS intern position.
While the loss of these positions was calculated to
minimize the impact on service delivery, it further
complicates the ability to meet customer
expectations.
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By policy, DIT receives 10% of the original
purchase price of the installed base for hardware
and software replacement each year. In FY 12, this
equates to $171,462 for hardware and $38,223 for
software (total $209,685). This funding is used
for replacement of obsolete equipment, including
desktop/workstation computers, laptops (except
mobile data terminals in city vehicles), scanners,
network printers, and purchase of new software or
software upgrades for selected city wide
applications. Additionally, this funding is used for
routine maintenance and repair items needed in
day-to-day operations such as replacement hard
drives, DVD drives, misc cables, etc. This funding
model has worked reasonably well as PC and
laptop hardware costs have continued to decrease.
The implementation of the server virtualization
and consolidation project started in FY 2009
changes server purchases from individual physical
devices to the purchase of a strategic asset that
hosts numerous virtual servers. This model
concentrates server hardware into fewer, more
expensive servers that will require development of
a different funding model to be successful.
Discussion of this change will be a department
priority as FY 13 budget planning begins.
It is important to note that the ability of the DIT
staff to meet Department Objective 7 in Section
2.2 of this Plan (Develop and maintain technically
skilled staff competent in current and emerging
information technology…), correlates directly to
the availability and quality of training. The rapid
pace of technology requires constant skill update
and refresh. In the current fiscally constrained
environment, the loss of training funds jeopardizes
the ability of the staff to meet this objective.
Restoration of training funds remains a department
priority.
Funding for IT Capital projects begins with the
identification of a need by IT, other city
departments, or strategic direction received from
Council or the City Manager’s Office.
Consideration of a particular project normally
begins with the project being submitted for
inclusion on the Technology Forecast Project
Plan. This Plan is developed annually by IT,
working with other city departments. This plan
forms the basis of IT projects submitted for
funding during the Capital Improvements Project
(CIP) prioritization process. The Technology
Forecast Project Plan is included as Appendix A.
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SECTION 5
Information Technology Architecture
5.1 Enterprise Architecture
This section identifies the current information
technology architecture implemented in College
Station. The City’s technology architecture is a
strategic asset that defines technology components
necessary to support business operations and the
infrastructure required for implementation of new
technologies in response to the changing needs of
government business. It is a multilayered
architecture that includes:
· Application and Data Architectures
· Platform Architecture
· Network Architecture
· Security Architecture
IT Architecture Process
College Station began an Enterprise Architecture
(EA) approach as a method to improve
standardization, document processes, and develop
a blue print or roadmap by which specific
technology solutions are developed. This process
has evolved and is intended to define the manner
in which technology is used to enable flexible
business solutions which enable expansion and
change as requirements evolve, technology is
updated, or becomes obsolete. EA as a foundation
and roadmap is intended to enable the City to
establish open standards, assess the impact of new
requirements and evolving technologies, and allow
for the incorporation of new technologies as part
of an updated blueprint that benefits other
solutions. As implementation progresses and
matures, EA will improve the efficiency and
effectiveness of technology investments by
reducing functional redundancy, leveraging
solutions and platforms, optimizing value, and
promoting the sharing of knowledge and best
practices across City departments.
5.2 Application and Data Architecture
Application architecture defines the design of and
correlations between software programs and
applications. The Architecture promotes common
development and presentation standards, enables
optimum system integration, provides
opportunities for use of shared infrastructure
environments, servers, storage and related tools,
enables shared use of data, facilitates the reuse of
components, and the rapid deployment of
applications in response to changing business
requirements. Application
Architecture includes elements of technology
architecture that converts business process to
business intelligence to support the City’s goal of
delivering timely, efficient and cost effective
services. Currently in College Station enterprise-
wide and department specific applications reside
on mainframe (IBM iSeries), server (Virtual and
Physical), desktop and/or mobile computer
platforms, and to a lesser degree cloud based
services. New applications and application
enhancements are constantly evaluated, developed
or acquired, and implemented as older “legacy”
applications retire, or, business units and related
functions reorganize and/or have new needs.
To the maximum extent possible, the City’s goal
is to use industry standard applications. The
Application Architecture also protects the City’s
investment in ‘classic’ systems by enabling
enhancements that facilitate enhanced usability,
improved data analytics, search and reporting and
end user controls. In addition, by keeping abreast
of emerging technologies the City positions itself
to take advantage of emerging opportunities
offered by mobile and cloud technologies.
Geographical Information System Applications
(GIS) – The ArcGIS software suite provides high-
end geospatial technology, GIS tools and
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functionality and presentation to the GIS user
community. The software integrates visual or
graphic data in the form of maps, with descriptive
or attribute information from internal databases.
ArcGIS provides tools for analysts to access,
visualize, and query both graphic and tabular data
for better analysis and decision-making. There are
two levels of license usage for ArcGIS that the
city uses. The highest level, ArcInfo, is used by
professional GIS analysts and technicians for
sophisticated analysis and processes. The View
level is used by most users for map creating and
simply analysis of the City’s geographic data sets.
Arc Internet Map Server (ARCIMS) and ArcGIS
Server are two components used to distribute
highly customized GIS based applications through
the Internet / Intranet. Internet based mapping
capabilities are incorporated as appropriate for
augmenting and using available applications for
public and internal government access via the
WEB.
Database Management Systems (DBMS) – The
City uses several database management platforms
to support its business applications. Microsoft
SQL Server is the primary and preferred City
database standard. The majority of small
department applications use Microsoft Access or
Microsoft SQL Server as the database and
programming language architecture. The City’s
mainframe based applications use a DB2 database.
Enterprise Decision Support Systems and
Business Intelligence – The City‘s portfolio
currently contains a number of products used for
reporting, analytic, and decision support. Crystal
Reports, SQL Reporting Services, and Impromptu
(Cognos) are the currently-supported tools for
enterprise reporting, basic ad-hoc query, and
departmental reporting. Many of these products
were acquired through COTS solutions with
embedded tools. The proliferation of tools and the
associated support, training, and infrastructure
costs present a strong business case for
rationalizing the portfolio, consolidation and
virtualization.
The City’s strategy is to provide shared enterprise
capability and infrastructure for reporting, query,
transparency and decision support. As standards
are defined for the City’s enterprise solution(s),
the portfolio will be rationalized into fewer
products over time. This approach will enable DIT
to continue to modernize the existing systems
portfolio while creating economies of scale for
improved interoperability, search, and cost
control.
Desktop Office Automation/Workstation
Software – Microsoft’s Office Suite is the
standard for general productivity automation
functions including Word, Excel, PowerPoint, and
Outlook. Microsoft Internet Explorer is the
standard for Web browsing, implemented in the
standard image. Microsoft Project and Visio are
available as needed for individual users.
Departments may have other desk top based
software for special, unique requirements. Of note,
the City will migrate from Novell GroupWise as
its standard E-mail application to Microsoft
Exchange in FY 2012.
IT Service Desk software – The IT Service Desk
provides City employees centralized portal and
point of contact for computer support. GroupLink
E-HelpDesk the solution used to support the
Service Desk function. The IT Support Center has
a high percentage (approximately 30%) of first-
call resolution.
Management Tools - The DIT has implemented
Novell ZENworks as its software tool for
desktop configuration management and asset
management, and has made significant progress
toward implementation. An internal goal in FY
12 is to implement the patch management
module. ZENworks provides an automated
method to track hardware and software use
throughout the city, with the direct result of
decreasing personnel time needed for these
tasks.
5.3 Platform Architecture
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Platform architecture defines the technical
components of the infrastructure including
server and client platforms, middleware,
operating systems and interfaces supported, as
well as other software tools and equipment
used to operate applications. With the City’s
server consolidation and virtualization effort,
started in FY 2009, College Station’s platform
architecture has been significantly reduced.
This project continues in FY 2012. Servers
include primarily HP platforms running
Microsoft Windows /2003, 2008, 2008R2.
Novell servers providing file and print
services and E-mail support will be phased out
as the city migrates to Microsoft applications
for these services. Over 800 PC’s provide
end-user access to City systems. Laptops,
Blackberries also support employee access to
city network systems. Currently personal I-
phones, Droids, and other mobile devices are
permitted to connect to the city E-mail
application using Microsoft ActiveSync,
however, these devices are not supported by
DIT. Workstations, desktops, and laptops are
standardized using the Windows XP and
Windows 7 operating systems. The following
paragraphs describe the major features of the
City’s platform architecture.
5.3.1 Platforms
Desktop PCs, workstations and Peripherals
– DIT prescribes hardware platforms and
desktop applications standards as well as
procurement vehicles to optimize support and
cost. Workstations, desktops and laptops
(PCs) are replaced in accordance with the
City’s PC Replacement Program cycle using
adopted standards. The PC Replacement
strategy applies to all departments and
provides the city economies of scale as well as
a more robust, effective support environment.
(Note: The average age of city PCs has been
slowly increasing and currently averages 4.3
years. Discussion with the Budget Office to
increase funding available for PC replacement
will occur as the FY 2013 budget process
starts.)
City PCs are used for office productivity
software, enterprise e-mail and client
software, Internet/Web access software, and
mainframe emulation terminals. Windows 7
began to be deployed with replacement PCs in
FY 11, and is continuing.
Desktop and network printing is accomplished
primarily through the City’s multi-function
copier/printer/scan/fax machine fleet and
network printers located in most departments.
Departments also use stand alone desktop
printers, and special use machines, i.e.
plotters, etc.
LAN-based Network Servers – College
Station’s enterprise server environment
utilizes Intel based servers. Enterprise-class
server technology (e.g. HP 360/380 servers
for robust, high availability applications)
supports the City’s enterprise infrastructure
applications such as E-mail, Active Directory,
SQL, and major business systems such as
GIS.
The City has standardized on VMWare for its
virtualization platform and consolidated over
30 servers to the virtual environment.
5.3.2 Storage Area Network
College Station implemented its first Storage
Area Network (SAN) in 2004. This enabled
data storage in a centralized location, with
redundancy and failover, mitigating the risk of
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data loss due to hardware failure. Data from
all Windows and Novell severs now coexist
on the same disk subsystem. In 2011, the City
further consolidated and upgraded storage
with the implementation of a HP P4500 SAN
Solution with primary back up to a HP 2000
Multi Storage Array (MSA).
In conjunction with the SAN upgrade, the
City enhanced storage back up by
implementing CommVault Capacity License
Agreement (CLA) for up to 12 Terabytes of
data, with data deduplication. These action
position the City for future growth and the
ability to meet strategic initiatives for Data
Lifecycle Management. Storage Management
requirements addressed by the SAN and
backup solution are:
· Scalable storage capacity that allows
users to increase storage as needed.
· Highly available architectures to
minimize/prevent downtime.
· The storage solutions provide a range
of cost savings. For example using
CommVault for storage platform
backup saves the city money because
of the built in features such as
Deduplication, which help to control
the amount of storage needed for the
cities growing storage requirements.
· The new HP 4000 storage system
provides the high volume input/output
operations required by our high
volume Database and E-mail systems
· Higher performance backup and
restore operations helps to support
shrinking backup windows
· The ability to share data across the
enterprise rather than building “islands
of data”.
· Easy to use, centralized management
tools that allow hardware and data to
be distributed.
5.4 Network Architecture
The City views a strong, viable
communications infrastructure as a vital
component to the overall IT strategy of
maintaining its successful deployment of cost-
effective solutions that optimize business
goals. The enterprise communications
infrastructure includes voice and data
technologies, as well as various network
topologies, transmission services and
protocols necessary to facilitate the
interconnection of server platforms, intra-
building and office networks (LANs), and
inter-building and campus networks (WANs).
The network is thus responsive and reliable
for City business applications and allows for
the uninterrupted flow of voice, data, and
video information. The plan and architecture
takes into account growth based on the needs
of City departments as programs expand for
intra City connectivity. The core network for
intra-city is supported by the City’s fiber optic
network. The underlying infrastructure is able
to support voice, data, and video, providing
increased, cost-effective bandwidth potential,
and improved output.
5.4.1 Enterprise Data Communications Network
The College Station Enterprise Data
Communications Network serves as the data
communications backbone that provides
citywide access to information technology
resources. All systems connected on the
enterprise network are based on well
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recognized, open standards; compliance with
published standards is required for any
network-connected device or system. The City
standard network protocol is TCP/IP. The
main fiber optic ring operates at ten gigabit
Ethernet as the backbone speed. Edge
switches are standardized at gigabit Ethernet,
and 1 gigabit per second (Gbps) is the
standard desktop speed. All platforms are
interconnected via the enterprise network
including PCs, servers, multi-function
printer/scanner/copier device fleet, and the
mainframe computer. Additionally, various
wireless technologies have been added in
various locations in accordance with the
Council approved Wireless Plan. The City
also uses commercial broadband wireless
cellular infrastructure to support wireless
applications, data, images, live video to the
field and mobile devices supporting primarily
public safety responders. The ongoing
strategy has allowed for the integration of the
wireless and wire-line networks.
The City will continue to implement wireless
data over commercial systems as necessitated
by business and operational requirements. The
use of this technology is carefully evaluated to
ensure all City data is protected from
unauthorized access. Non-broadcast SSID’s,
Network Address Translation (NAT) and
Media Access Control (MAC) address
registration, and digital certificates are viable
options for protecting access to the city
network. Virtual Private Network (VPN)
technology is employed to protect data
transmitted over commercial services.
5.4.3 Public Service and Public Safety Radio Networks
To support operations of the various public
safety agencies, in 2008 the City partnered
with the City of Bryan, City of Brenhan,
Brazos County, Washington County, and
Texas A&M University to form the Brazos
Valley Wide Area Communications System
(BVWACS), a regional public safety voice
radio system. This regional system provides
interoperable communications for all
members to support primarily public safety
and emergency management users. Public
works and utility users also use the system on
a secondary basis. Additionally, BVWACS
partnered with the Harris County Regional
Radio System, further enhancing interoperable
communications. The BVWACS system
consists of more than 2400 mobile and
portable users, of which approximately 800
are city users. The BVWACS system operates
in the 700 MHz Public Safety frequency band.
5.4.4 Voice Communications Network
In FY 2005, the City deployed a telephone
architecture using a Cisco enterprise-wide
voice over internet protocol (VoIP) capable
platform. This solution uses technology that
includes VoIP and the City’s fiber-optic
network for connecting City facilities. Using
the city’s fiber backbone greatly reduces the
total costs of providing telecommunications
services within the city and permitted the
elimination of numerous dedicated telephone
lines to various facilities. This system is
reaching its end of service life and is planned
for upgrade/replacement in FY 2013.
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5.5 Security Architecture
IT Security continues to be a fundamental
component of the City’s enterprise
architecture and overall strategy. The security
architecture fuses best practice security
principles with a hardware and software
infrastructure, supported by policies, plans,
and procedures. This layered architecture is
designed to provide an appropriate level of
protection for all City information processing
resources, regardless of platform, and includes
incorporation of industry best practices to
yield an overall reduction in risk.
The objectives of IT information security
efforts are to ensure confidentiality of
information, integrity of data, systems and
operations, technical compliance with legal
mandates such as HIPAA and PCI, privacy
and availability of information processing
resources. The department uses a multi-
faceted approach to meet these objectives, an
approach that includes threat reduction
techniques, technology and management
solutions, and the vigorous implementation of
awareness activities. The basic elements of
identification, authentication, authorization,
access control, and monitoring of information
processing activities are employed throughout
the enterprise. The secure network
architecture is best described as a defense-in-
depth approach to network security design.
Remote access via VPN and Microsoft
Terminal Services provides access to the
City’s network resources for telecommuters,
vendors, remote access users or business
travelers. Additionally, IT recognizes the need
to acquire and implement a mobile security
solution which can begin to address the
challenges of data loss prevention and security
on mobile devices, such as tablets and
smartphones, which may access City data
from remote networks. Potential solutions will
be examined as part of the FY 12 Network
Security Upgrade Project.
Firewall technology is used as the main
perimeter defense with all access from the
Internet routed through the City’s network
firewalls. In addition, the City employs E-mail
and Internet filters to reduce spam and deny
access to prohibited content.
Classic authentication for each internal user is
based upon a unique User ID (also called a
sign-or log-on) combined with a unique,
password.
Intrusion Prevention Systems (IPS) primary
function is prevention rather than detection.
IPS devices can proactively prevent intrusions
by detecting signs of an intrusion and/or
detecting an actual intrusion attempt. The
city’s IPS provides capacity to perform real-
time analysis of intrusion attempts to
determine if sensitive data, systems or
network devices are being attacked or if a
breach of confidentiality, integrity, or
availability has occurred. The primary
objective of Intrusion Prevention is to reduce
damage and isolate/contain malicious traffic.
With the large quantities of lag and alarm data
generated by firewalls and sensors, a
specialized device and application to support
the role of correlation and alerting has also
been implemented. The IPS solution conducts
a comprehensive threat assessment and allows
for quick identification and blocking of
credible threats to the network in order to
facilitate expedited response and containment
of intrusions and malicious activity.
The College Station IT Department is
dedicated to the protection of its IT assets and
the data & information in its charge. The city
is also dedicated to the task of ensuring that
no unauthorized access or use of such data. It
is for this reason that the FY 12 Network and
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Data Security Upgrade Project was designed
and funded.
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APPENDIX A
Technology Forecast Project Plan
Note: Inclusion of any project in the Technology Forecast Project Plan does not
constitute approval of the project or authority to disburse funds. All projects must be
submitted via City approved budget and project submission procedures.
Statement of Purpose
A five-year Technology Forecast Project Plan is developed and reviewed annually and
used to provide a comprehensive approach to the implementation of technology for the City
of College Station. Projects listed in the plan represent either new technology, or significant
upgrades to existing technology applications or systems that have been identified as
requirements by one or more City Departments. The projects are reviewed annually to
determine if each project is still needed or feasible. This plan is used in preparing Service
Level Adjustments (SLA) and Capital Improvement Projects (CIP) during the budget
process. City Council may approve or disapprove of any SLA or CIP submitted.
The following provides a brief summary of each element of the plan. The symbol (ƒ) just to
the right of the project name indicates that the project is funded. Funded projects have
been approved in previous budget cycles and are included in the Plan as in progress, or
ongoing projects.
1. Broadcasting and studio equipment (ƒ)
General Fund (EG fees) - $40,000 annually (estimated) FY04
Requested by Public Communications
This ongoing project provides funding for purchase of equipment and items related to
broadcasting and production of events, which are aired on the City's cable channel. An
educational and governmental fee (EG fee) is collected by the local cable company (15
cents monthly per subscriber) and paid to the City on a quarterly basis. Income from these
fees is limited to purchases related to the studio and production facilities for Channel 19.
2. Fiber optic loop (ƒ) Project CO0902
CO - $1,000,000 began FY09
(approx $900,000 remaining) to be completed in FY14
Requested by IT
This is a multi-year project that provides the continued support and expansion of the City of
College Station fiber network supporting telecommunications, phone, traffic, utilities, and
computer networks throughout the city. Some of the network's capacity is shared with
Texas A&M University, College Station Independent School District, Texas Transportation
Institute, and the Brazos Valley Community Network. The previous fiber project, ME 9701,
was completed in FY 07. Fiber projects completed under this overarching project include
Adamson Lagoon, Veterans Park, Texas Ave, fiber distribution cabinet placement, Graham
Rd, Wellborn Rd/Old Main reroute, Fire Station #3 reroute, and Tauber/Stasney as well as
various miscellaneous upgrades.
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3. MDT radio infrastructure replacement (ƒ) Project CO0701
Equipment Replacement Fund - $300,000 FY12
Requested by Fire/Police
The infrastructure to support the public safety mobile computing data side was ten years
old in FY2008 which is the expected life of this type of equipment. This project replaces
the electronic equipment that provides the interface between radio frequency system
(700/800 MHz radio system) and the Internet Protocol system (Computer Aided
Dispatch). This equipment is located at the Radio Tower and PD IT Equipment Room
and is scheduled to be replaced in FY 2012. (Note: The voice subsystem was replaced
as part of the Radio Replacement Project completed in late CY 2010. To a lesser
extent, the data system is experiencing the same coverage limitations as the voice
system addressed by project CO0601.
4. Aggie Acres Lift Station Fiber (ƒ)
Water Services Funds: - $76,175 FY11-FY12
Requested by Water Services
This project is being executed in response to Council's exception to policy to allow
connection of this lift station in the ETJ to the City's sewer system. The fiber optic line
will be the most efficient option of meeting TCEQ's requirement that our collection
system be "properly maintained and operated".
5. SCADA System Upgrade (ƒ)
Water Services Funds: $570,000 FY05-06 Through FY11-12
Requested by Utilities – Water Services Plant Operations
This project consists of replacing the Supervisory Control and Data Acquisition
(SCADA) infrastructure. The existing equipment has exceeded its useful life
expectancy. This equipment applies to the Plant Operations. Replacement of wireless
communications within the City service area could spawn a pilot project for a wireless
mobility workforce. Water Production has been upgraded along with Carters Creek
WWTP. Upgrading the Lick Creek WWTP and Lift Stations is in progress. WWW is also
in the process of planning for fiber optic connectivity to the lift stations in lieu of wireless
communications. Fiber routes have been identified and installation is in process where
feasible.
6. Wireless infrastructure (ƒ) Project CO0704
All Funds - $200,000 FY09 –FY 12
Ongoing costs estimated at $20,000
Requested by IT/PD/Community & Economic Development
This project provides wireless network access by city employees in selected city facilities,
and citizen Internet access in some facilities. Additionally, this project implemented a pilot
project using wireless video surveillance in the Northgate area. The third objective of this
project, to create hotspots that will serve employees in the field, is scheduled for completion
in FY12.
7. Work Order Software with Mapping Integration. (ƒ)
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Water Services Funds: - $60,000 FY10 – FY12
Ongoing costs estimated at $6,000
Requested by Utilities - Water Services Mapping & Distribution/Collection/Plant
Operations
This project will provide the initial phase to implement a software system to manage the
assets of the Water Department. The goal is to reduce duplication efforts and the
number of information systems. This type of software will enhance the asset
management of buried lines by planning for rehabilitation and trouble areas with a
specified geographical area. Also needed is software for management of assets to
support scheduling of preventative maintenance, track cost, and better plan for
replacement. It is likely that two applications will be required; the existing HTE
application for capital asset management, and City Works for operational work orders.
For City Works, the database structure for the plant assets is defined and the process of
populating the database for a test period with a small sample has begun.
8. SCADA – New Lift Stations (ƒ)
Water Services Funds: - $240,000 FY10 – FY13
Requested by Water Services
This project is to provide communications and telemetry hardware to enable critical lift
station operations to be remotely monitored. Construction of new lift stations does not
include the implementation of monitoring and alarming via the SCADA system. As of
2009, there are Lift Stations in operation that are not within the SCADA system.
Subsequent years allow for SCADA implementation of an additional four per year.
9. SCADA System Man Machine Interface (MMI) Replacement (ƒ)
Water Services Funds: - $145,000 FY11 - FY 13
Ongoing costs estimated at $15,000
Requested by Utilities - Water Services Plant Operations
This project will allow for the evaluation and upgrade of the Plant Operations MMI to a
more secure and maintainable configuration. The software will be evaluated on factors
such as communication overhead, functionality of trending, alarming, scripting and
deployment. Water Services will also look into the ability to interface with performance
metrics software and process data analysis to provide best in class products and
services. The existing MMI has been in place for more than 12 years without the ability
for further integration. Evaluation of software has started to verify that the ongoing
maintenance cost is acceptable for the service obtained and actual software still
performs and they have not been lagging in technology.
10. Network and Data Security Upgrade (ƒ) Project CO 1202
Transferred from Radio Replacement: $185,000 FY12
Requested by IT
This project will examine city wide data security standards, policies and procedures and will
result in establishing guidelines and business practices that will bring the city more closely
in alignment with the ISO 27002 standard for information security. Included is a security
assessment of the main City Computer operating system. Additionally, this project provides
the first Payment Card Industry (PCI) Readiness Assessment. This assessment is the initial
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step to achieve compliance with standards set by credit card companies to ensure that we
are taking necessary action to be confident that users personal data is secure and
protected.
11. E-mail and File System Migration (ƒ) Project CO 1201
Transferred from Radio Replacement: $224,500.00 FY12
Ongoing costs estimated at $TBD (offset by annual Novell
Maintenance of approximately $40K)
Requested by IT
The city’s E-mail and file systems are managed by Novell software applications. In
November 2010, Novell was purchased by Attachmate Corp. Attachmate is controlled by a
consortium led by Microsoft. This sale leaves considerable doubt regarding the long term
viability of all Novell software, but in particular the GroupWise E-mail application and Novell
file management application. After careful review of all options, the decision to move toward
Microsoft applications for E-mail and File management was made. This project implements
that decision. This project also implements a new E-mail archive system
12. Enterprise Resource Planning (ERP) System Project CO 1204
[Sungard Replacement]
All Funds - $ TBD FY 12-FY15
Ongoing costs estimated at $ TBD
Requested by CMO, IT, ECD, HR
The City’s current ERP system vendor is Sungard Public Sector (formerly HTE). The city
has 27 application modules to perform most city business functions including, but not
limited to accounting, purchasing, payroll, HR, fleet management, land management,
planning and zoning, building permits, and utility billing. Many of these applications no
longer meet requirements, or take an inordinate amount of staff time to perform “work
arounds” in order to conduct business. This project will build on the work started in FY 12
and will bring a consultant onboard to further define department requirements and shortfalls
in the existing system. There is an identified need to give priority to the HR and Payroll
systems review. It is possible that these two applications could be separated from the
overall ERP system review, or may be the initial applications transitioned to a new system.
13. Fire Tone Out System (ƒ) Project GG 1201
CO/Transferred from Radio Replacement - $ 599,000 FY 12
Ongoing costs estimated at $ TBD
Requested by Fire/IT
The current Fire Station Tone out system is obsolete and does not work well with the
new digital radio system. This system must be interface with the CAD system and will
include the system as a whole, including dispatch equipment, transmission medium
(wireless vs wired) and fire station equipment. Compatibility with the City of Bryan fire
tone out is needed to facilitate mutual aid agreements.
14. Phone System Replacement/Upgrade
All Funds - $900,000 FY 13
Ongoing costs estimated at $45,000
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Requested by IT
The current city phone system was installed in 2005, with an anticipated 7 year useful life.
The current hardware will not support additional software upgrades, so the technology will
continue to age. Additionally, several key hardware devices are beyond end of life and
cannot be covered under maintenance. Failure of these devices will result in degradation or
failure to the system.
15. Timekeeping
All Funds - $150,000 FY 13
Ongoing costs estimated at $25,000
Requested by Finance/HR
This project will allow city staff to enter the hours worked as appropriate for the job. This
automates timekeeping processes and pushes data entry to the individual staff members.
This should reduce workload on the administrative staff.
16. Identification System Upgrade
All Funds - $65,000 FY 13
Ongoing costs estimated at $4,500
Requested by PD
The current hardware and software used by PD to electronically capture fingerprints and
palm scans is no longer manufactured. Support of existing systems will end in 2014.
This project will replace obsolete equipment and upgrade the system software.
17. Intranet Upgrade
All Funds - $TBD FY 13
Ongoing costs estimated at $TBD
Requested by CMO/Public Communications
There is a need to enhance the city intranet to make it more interactive and capable of
providing information in a variety of formats, including video posting, blogs, etc. This
project will develop requirements and determine if design and development could be
accomplished in-house, or should be contracted, and finally provide the finished
product.
18. Electronic Agenda Management
General Fund - Cost estimated at $60,000 FY 13
Ongoing costs estimated at $7,500
Requested by CSO
The software used by the city to submit agenda items and to prepare an electronic
agenda for Council and City Committees is difficult to use and does not easily integrate
with other applications. This project will replace the current application with one that
integrates with Laserfiche, Granicus, and Municode. The new system should provide
automatic agenda assembly; user-defined templates for automated agenda formatting
and sequencing; stitch complete packets with attachments; agenda item auto-
numbering; legislative history; direct links to agenda and minutes; and automatic posting
to the web.
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19. Court Software
All Funds - $TBD FY 14
Ongoing costs estimated at $TBD
Requested by IT
The current software used by Court is difficult to maintain and administer. Updates from
the vendor have so many discrepancies that a test system has to be maintained to test
new software releases and updates. The IT staff time needed to maintain the system
averages over 20 hours per week. The vendor is difficult to work with and annual
maintenance fees are among the highest paid by the City. This project will evaluate and
recommend an alternate Court software application.
20. Identity Management System
TBD: $60,000.00 FY14
Ongoing costs estimated at $8,000 (however, potential savings of 9,000 due to
removing an ongoing system maintenance expense)
Requested by IT
The city’s numerous systems are primarily managed by IT, including the setup and removal
of user access to those systems. To set up a new user in the City, at least 6 IT staff
members must dedicate time to the setup and configuration of the user’s new account(s).
An identity management system is designed to have a template for roles within the
organization and automatically create and assign system privileges to new employees or to
new positions an existing employee may take on. It provides a one-stop-shop for auditing,
granting, denying privileges as well as providing an employee self-service portal for
requesting access to systems and resetting passwords.
21. Mobile computing in sanitation vehicles
Sanitation Fund - $94,000 FY12
Ongoing costs estimated at $12,000
Requested by PW-Sanitation
This project will provide for the equipment and software for Sanitation crews to view and
complete work orders in the field. This will also allow the use of GIS in the vehicles.
22. Water Production Redundant Communications
Water Services Funds: - $480,000 FY12 - FY13
Requested by Water Services
This project will provide for data communication improvements. This will allow for built-
in redundancy, wireless communications, mobile work force, and any unforeseen
communication plan not related to construction projects. The main focus is to construct
fiber loops which provide multiple paths to all facilities.
23. Computer Aided Dispatch (CAD), MDT,RMS, FBR,etc. Application
System Upgrade
General Fund - $1,500,000 FY14
Ongoing costs estimated at $150,000
Requested by Fire/Police
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The current CAD application system received a major upgrade in 2003. The current
system is difficult to interface to other systems, has limited reporting capability, and
does not meet current requirements. This project will examine the existing system and
provide required upgrades/modifications to the system, or replace the system entirely.
This may include replacement or upgrade of hardware and software
24. Citizen request management
All Funds - $60,000 FY14
Ongoing costs estimated at $12,000
Requested by CMO
This system or service will allow citizens to enter requests either over the phone or the
Internet. It will also allow for the tracking of all contacts with citizens as well as tracking
all requests to the point of resolution. There are a number of approaches to implement
CRM, Included in this pricing is interface to the Sungard work order system, system
implementation and the first 12 months of service. Not implementing the Sungard
interface will decrease cost by approximately half.
25. Vehicle tracking - GPS batch devices
Water Services Funds/General Fund: - $110,000 FY14
Ongoing costs estimated at $33,000
Requested by Utilities (Water Services Mapping) and PW
This project allows the tracking of a vehicle’s location and the speed of the vehicle (aka
Automated Vehicle Locator – AVL). Supervisors then use reports to determine that city
vehicles were in the proper locations and whether exceeding speed limits has occurred.
This equipment improves customer service by quickly identifying the closest service vehicle
to the trouble call. In other organizations this has resulted in fewer accidents and other
vehicle related incidents.
26. Code Enforcement Voice Recording System
General Fund $12,000 FY 14
Ongoing costs estimated at $1,500
Requested by Planning and Development Services
This project would allow recording of selected calls to and from the Code Enforcement
Officers for Quality Control purposes.
27. Annual Imagery Updates
General Fund $30,000 annually (estimated) FY13-14
Requested by IT, PARD, Fire, PD, Fiscal, P&DS, Public Works, and Utilities
This project provides funding for purchase of satellite and aerial imagery for use by
most departments. The City’s growth is requiring imagery and planimetrics on a
frequent basis, either overall or for areas of interest. This project will assist with
mapping demands for emergency response, locating and planning construction and
utilities, and saving City dollars by eliminating trips to verify features. Imagery is
currently acquired at two-foot resolution every two years and six-inch resolution every
five, which many users find not often enough to meet their work requirements. The
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proposed project would allow for six-inch imagery every year in areas of interest,
planimetrics every two years, and two-foot resolution imagery annually.
28. Internet use monitoring system
All Funds - $24,000 FY14
Ongoing costs estimated at $24,000
Requested by IT
This project will allow better management of how and when city staff is using access to
the Internet. Currently supervisors have no way to quickly see how much time
employees spend on the Internet and the type of use being made of the Internet during
work hours. This system is available as a subscription service and would be paid
annually.
29. Long distance learning /video conferencing
All Funds - $110,000 FY14
Ongoing costs estimated at $15,000
Requested by Fire/HR
This project will provide the additional module and upgrade to the City’s video streaming
hardware and software to provide training city staff in several locations from another
location. This is targeted specifically for Fire to remotely train personnel in the Fire Stations
from a single location. This will keep Fire and EMS crews in the areas they are serving
while providing required training.
30. e-Signature city wide
All Funds - $225,000 FY15
Ongoing costs estimated at $33,750
Requested by IT
This project will provide electronic signature capability for all employees using desktop
computers. Currently only those involved in the Council Agenda packet process have
electronic signature capability. This should reduce the flow of paper documents
requiring signatures citywide.
31. Facilities Infrastructure Management System
Unfunded - $150,000 FY-14
Ongoing costs estimated $25,000
Requested by Public Works
This project is for the purchase and installation a facility infrastructure management
system to better monitor expenditures and control facility costs. System purchase may
include a server for monitoring software, monitoring sensors, and other ancillary
equipment and software. This project could be included as part of project # 12 (ERP
System).
32. New- Bar Coding Inventory System
Unfunded - $85,000 TBD
Ongoing costs estimated $12,000
Requested by Fire/Police/Finance/Public Works
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These 4 departments have requested using Bar Coding Inventory Tracking. Finance
needs the system to track assets placed in the field to ensure they have records of the
assets’ locations. Police is looking at bar coding to track evidence locations with greater
accuracy. Fire needs it to track EMS medical supplies usage and age to ensure the
emergency medical supplies are available, up to date, and in the correct spot. This will
also help Fire track the usage of regulated medical supplies to ensure proper tracking of
that material’s usage. Public Works plans to use the system to manage Traffic Systems
inventory.
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