Executive Briefing for Mayor-Elect Villaraigosa · management, telecommunications cost management,...

CITY OF LOS ANGELES

INFORMATION TECHNOLOGY AGENCY Executive Briefing

for Mayor-Elect Villaraigosa

Prepared by

Thera Bradshaw, General Manager

June 3, 2005

An Equal Employment Opportunity – Affirmative Action Employer

THERA G. BRADSHAW GENERAL MANAGER

ASSISTANT GENERAL MANAGERS Clifford K. Eng Kamton M. Joe

City of Los Angeles California

JAMES K. HAHN

MAYOR

INFORMATION TECHNOLOGY AGENCY

ROOM 1400, CITY HALL EAST

200 NORTH MAIN STREET LOS ANGELES, CA 90012

(213) 485-2892 FAX (213) 847-3512

www.lacity.org/ita

June 3, 2005 REF: EXE-377-05 Honorable Antonio R. Villaraigosa Mayor-Elect, City of Los Angeles Room 425, City Hall Los Angeles, CA 90012 Attention: Jimmy Blackman Subject: EXECUTIVE SUMMARY BRIEFING FOR MAYOR-ELECT VILLARAIGOSA Dear Mayor-Elect Villaraigosa: First and foremost, congratulations! I’m excited to be a part of the new administration and on your team. ITA looks forward to achieving your goals through information technology. Information technology is a key component for conducting City business and providing accessible government to all in the mobile and global world today. As requested in your May 25, 2005 memorandum, enclosed is the Executive Summary Briefing for Information Technology Agency (ITA). The department is here to support you and your new administration collaborating to provide solutions in direct support of your top priorities. Our initiatives planned for FY2005-06 directly support your “Fresh Start” priorities.

Ethics Reform: Centralized Contractor Database (Page 14)

Public Safety: New EOC/POC/Fire Dispatch (Page 3), Community Alert System (Page 8), Digital Imagery Consortium (Page 15), Teams II - Consent Decree (Page 3)

Education: WiFi & Student Laptops furthering Education (Page 10), Technology Internship Program (Page 9)

Traffic: Remote Access for Telecommuting (Page 7)

Jobs and the Economy: Business Assistance Virtual Network (BAVN) (Page 5), LA TAX Electronic Business Tax Renewal (Page 6)

Honorable Antonio R. Villaraigosa Mayor-Elect June 3, 2005 Page 2 The top five issues that I am anxious to discuss with you include:

1) City-wide IT Strategy (Page 10) 2) Cable TV Refranchising (Page 14) 3) 311 Initiative – Rebranding, City-wide service request system and call center

consolidation (Page 14) 4) ITA Internal Agency Improvements (Page 2) 5) Executive Leadership Vacancies (Page 13)

Thank you for allowing ITA the opportunity to describe our department key initiatives and the suggestions we offer for more effectively delivering services to the public. Respectfully,

Thera G. Bradshaw General Manager cc: Robin Kramer, Mayor’s Transition Team Staff Director

CONTENTS #1. Summary of departmental goals and objectives . . . . . . . . . . . . .1 #2. Summary of programs and budget for FY2006 . . . . . . . . . . . . . . . 2 #3. Timeline showing key milestones & signature events . . . . . . . . . 8 #4. Summary of longer term vision and plans . . . . . . . . . . . . . . . . . 10 #5. Summary of significant issues and how to resolve them . . . . . . 11 #6. Concrete suggestions for more effective service delivery . . . . . 14 Attachment A - Mission, Vision and Values Attachment B - Summary Organization Chart

Attachment C - IT- Related Oversight or Steering Committees Bodies

6/03/05 Page 1 of 15 ITA Executive Briefing

CITY OF LOS ANGELES INFORMATION TECHNOLOGY AGENCY

EXECUTIVE BRIEFING FOR THE NEW ADMINISTRATION 1. A concise summary of departmental goals and objectives. Introduction: The Information Technology Agency (ITA) oversees the City's use of existing and emerging technologies in government operations, and its delivery of services to the public. ITA works with City departments, our internal customers, to improve the government's business through technology. In addition, ITA provides easy access for citizens, businesses and residents with their government via the web, LA Cityview Channel 35 and 311. See Attachment A “Mission, Vision and Values” Goals and Objectives:

• Deliver excellent customer service by addressing the business needs of departments with timely and cost effective solutions and quality results.

• Deliver enhanced technology solutions to public safety agencies to enable

the City of Los Angeles to become the safest big city in America.

• Continue to aggressively pursue cable franchise revenues appropriately deserved by the City for use of the public right-of-way.

• Enforce effective regulations of cable television franchises to ensure

quality standards and services for the public. • Demonstrate vision and leadership in evaluating emerging technologies

and implementing proven technology solutions. • Ensure a reliable, strategic, financially viable and secure technology

infrastructure. • Deliver to the public and City departments convenient, appropriate,

efficient, and secure access to information and services.

• Improve the dissemination of public information through the expanded use of telecommunications and e-government.

• Expand public access to government by expanding television coverage of

the City Council, Council committees, and Commissions through LA CityView for the public’s benefit.

• Re-institute the internship initiative for developing and retaining City IT

professionals. • Maintain effective fiscal management of department resources.


2. A concise summary of your programs and budget for FY 2006.

FY 2005-06 Budget

Equipment2%

Salaries58%

Expenses20%

Communications20%

See Attachment B “Summary Organization Chart”. GENERAL ADMINISTRATION AND SUPPORT PROGRAM Finance and Administrative Services Provides the department’s business operations support to secure financial and human resources to allow operating services to perform effectively and ensure compliance with City requirements. The areas of responsibility include budget, purchasing, contracts management, accounting, human resources, payroll, training, records management, inventory, expenditure tracking, service request management, telecommunications cost management, facilities management, reception area, and mail delivery ITA Internal Agency Improvements ITA has begun an initiative to transform how we provide services to our customers. ITA‘s General Manager is spearheading this customer centric initiative that will improve service levels, increase responsiveness and customer satisfaction. This initiative is the agency’s top priority and it encompass instituting a customer service bill of rights, establishing a customer relations manager and developing a communications outreach plan and feedback mechanism to ensure we are meeting or exceeding or customers’ expectations. Tools and systems will be put in place, including performance management,

Total budget: $109,906,167 Authorized positions: 866 (767 regular, 99 resolution) Current vacancy rate: 12% Salary savings rate: 5%


making us accountable to our customers. We will also be streamlining internal processes and leveraging industry best practices to ensure we are results oriented. PUBLIC SAFETY SUPPORT PROGRAM New EOC/POC/Fire Dispatch A new Emergency Operations Center (EOC)/Police Operations Center (POC) and Fire Dispatch Center will be co-located and constructed using funds from Proposition Q. Different than previous proposition funded projects, Proposition Q funds cannot be used to pay for the systems implementations in the new facility. A rough order of magnitude estimate of the systems implementation costs are $63,000,000. ITA is working with LAFD, EPD, LAPD, CAO and CLA to develop designs and refine the costs. The major project initiatives for FY05-06 are establishment of contracts needed to complete a detail design and begin development of detail design for system components.

Training Evaluation and Management System (TEAMS) II The City and the U.S. Department of Justice entered into a Consent Decree in November 2000. This mandates implementation of an “early warning system” to enable the LAPD to identify potential at-risk behaviors and document actions taken in response to such behaviors. ITA has partnered with LAPD to develop TEAMS II, an integrated system for management and identification of at-risk behavior, and to promote professionalism and best policing practices. Police, Fire and EMS Voice, Data and Radio Communications Provide engineering support for the implementation of public safety communications systems such as voice radio systems, mobile data radio systems, dispatch center systems, fire alert systems, etc. Provide maintenance and operation support to these systems. Provide audio support for the City Council and Council Committee meetings. Provide engineering support for the bond funded projects such as Propositions F and Q. 3-1-1 CALL CENTER OPERATIONS AND SUPPORT PROGRAM 3-1-1 Call Center Consolidation The adopted FY05-06 budget transfers position authorities from the Building and Safety Customer Call Center to ITA’s 3-1-1 Call Center. This is the first of eleven call centers planned for consolidation. Consolidation provides more efficient use of staff resources increasing service levels and resulting in cost savings. The major project initiative for FY05-06 is to complete the functional transfer of the Building and Safety Customer Call Center and to train staff to be able to take both Building and Safety calls and 3-1-1 calls.


Citywide Service Request System (CSRS) The adopted FY05-06 budget provided $3.25 million in the unappropriated balance for beginning a phased implementation of a Citywide Service Request System. The 3-1-1 Center and City Departments can enter and track service requests from the public. This system is a key element for future consolidations and for the 3-1-1 Center to take service requests for the entire City. The major project initiatives for FY05-06 are implementation of the CSRS for construction services, Graffiti Abatement and Cable Television Complaints. TELECOMMUNICATIONS PLANNING AND UTILITY PROGRAM Citywide Converged Network In accordance with the Los Angeles City Council direction (Council File #04-0106), ITA is conducting a series of network assessments to study and plan for a Citywide IP (Internet Protocol) network convergence program to design and develop a single network to carry multiple services such as data, voice, video, etc. The City has two pilot projects underway. Wireless Broadband and Wi-Fi Research and Planning ITA is conducting research in the use of wireless broadband services for municipal and public safety applications as well as public use. The LA Wi-Fi (Wireless Fidelity) Internet Access service was launched is October 2004 at the Van Nuys Civic Center to provide broadband wireless access to the Internet for the Public (Council File #03-2365). This limited pilot project was designed to test community interest and potential benefits to public Wi-Fi networks at a major City facility and constituent center. ITA also participated in the Citywide Wi-Fi & Beyond Executive Advisory Panel producing the final report dated April 25, 2005. The report is available online at: http://www.lacity.org/mayor/LA_Wifi&Beyond_0504.pdf

Video Conferencing Consistent with the City Council's direction (Council File #03-2338), ITA has completed installation of a demonstrational video link between City Council Chambers and the Marvin Braude Constituent Services Center (MBC). The proposed solution is pending City Council approval. Once approved, this enables LA residents to remotely actively be engaged and testify to the City Council regarding issues pending before them eliminating commuting to City Hall.

Broadband and Fiber Optics Planning & Connectivity ITA is collaboratively planning the deployment of future infrastructure construction with LADWP and is working with City departments to develop network upgrade strategies for providing high-speed broadband services required for current or future City applications, using both the City's and LADWP's fiber infrastructure.


Citywide Telecommunications Assets Leasing Program ITA, in collaboration with other City departments published a Request for Information (RFI) in 2005 soliciting interest from telecommunications service providers regarding leasing City assets to create or expand telecom services in the City of LA. As a result of high interest level from the carriers in leasing City Assets for wireless network development and expansion in Los Angeles, ITA along with its partners is coordinating drafting an Asset Leasing RFP and assisting in the development of a Citywide Assets Leasing Program. This is to utilize City assets as a revenue stream. Institutional Network (I-Net) In 2003, ITA completed an extensive cable franchise renewal needs assessment, which included a report, entitled: An Analysis of the Requirements of the City of Los Angeles for a Broadband Institutional Network (I-NET). The purpose of the I-Net report was to establish the requirements and the feasibility of developing a high-capacity, broadband, digital Institutional Network to provide voice, video and data connectivity to designated municipal facilities throughout the City. This initiative is leveraging planned cable system upgrades to connect 29 City sites and 20 schools sites. The 2003 I-Net report is currently being updated to reflect the 2005 requirements. FRANCHISE DEVLOPMENT AND ADMINISTRATION PROGRAM The Cable Franchise Division has 5 major areas of responsibility; Subscriber Services, Financial Compliance, Rate Regulation, Public, Educational, and Governmental Access (P.E.G. Access); and Technical Compliance. The Division is charged with the responsibility of advising the Mayor and City Council and the Board of Information Technology Commissioners (BITC) on issues relating to the provision of cable and telecommunications franchises within the City. The Division negotiates, administers, regulates and coordinates cable television franchises and other telecommunications franchises issued by the City Council. More specifically, the Cable Franchise Division ensures local cable companies comply with federal laws, their franchise agreements, and represents the cable-related interests of the residents of the City. APPLICATION SUPPORT PROGRAM Business Assistance Virtual Network (BAVN) To further Economic Development and provide a benefit to businesses, this system is used by City Departments and outside agencies such as LAUSD and McDonalds, to publish bid opportunities. We currently have over 11,000 companies subscribing. The major project initiatives for FY05-06 are to complete implementation of the good faith outreach module which facilitates vendor compliance with the City’s RFP requirements and automates the publishing of DWP bid opportunities.


Financial Management Information System (FMIS) The current system is 18 years old and the software package has not been upgraded since it was implemented. The Controller’s Office is our business client for replacing this system. The City financial information will be improved, easily accessible and up-to-date with better integration with systems such as SMS and PaySR. The adopted FY05-06 budget provided $4.325 million in the unappropriated balance for Controller and ITA to begin replacement. The major project initiatives for FY05-06 are to work with the Controller’s office on completing development of the RFP through award of a contract. An initial phase of system replacement work is targeted to commence in FY05-06. Payroll System Replacement System (PAYSR) This system is used to calculate and generate the paychecks for over 45,000 City employees. Approximately 60% of the legacy Payroll system has been replaced to date. The major project initiatives for FY05-06 are to replace the portion of the legacy system that handles retroactive payments and to implement distributed time keeping where employee time keeping is automated and self entered. Groupwise E-mail Consolidation GroupWise E-mail consolidation project will result in cost savings by minimizing the number of support staff and reducing overall infrastructure costs. The centralized approach will also improve service levels and provide a redundant infrastructure for disaster preparedness and backup and recovery. The GroupWise Consolidation project received 2004-05 MICLA funding for the first year of a two-year project. The City’s e-mail system currently supports over 26,000 users with servers distributed throughout various Departments. The major project initiatives for FY05-06 are implementation of the new e-mail address and the migration of the first phase of departments into the consolidated system. Document Management The Council recently approved the Document Management Steering Committee’s recommendation to establish Documentum as the City standard and to begin development of an enterprise document management system. The major project initiatives for FY05-06 are to setup servers for document management that can be used enterprise-wide and to begin pilot implementations in ITA, City Attorney and CDD. Los Angeles Tax System (LATAX) This system processes business tax payments and some special permit payments such as payment for alarm permits. LATAX system was implemented in November 2004. Public access via the Internet was deferred so that the system could be implemented in time for the 2005 business tax renewal period that ended March 1. The major project initiatives for FY05-06 are to implement the new business tax reform initiatives as well as business tax registration via the Internet and online business tax renewal.


SYSTEMS OPERATIONS PROGRAM Storage Area Network The proliferation of textual and geographic information continues to increase data information storage requirements in the Data Center. The increasing amount of business and financial information is dictating the need for additional storage requirements. A major initiative this next fiscal year is to provide additional storage capacity for the growing number of applications. Storage Area network solutions are providing the necessary architecture needed to house the monumental amount of data produced by mission critical applications. Internet Co-Location Facility E-government applications are continuing to be implemented by various City departments. The Data Center is providing a facility that allows the public to utilize the Internet in accessing E-government applications. An initiative next fiscal year will be to modify the Data Center to accommodate the growing number of E-government application systems. Remote Access Architecture Remote access solutions provide the opportunity for alternative communication methodologies. Remote access solutions have inherent security and support concerns, but also provide the ability to communicate with systems and applications. An initiative next fiscal year is to establish and implement a remote access architecture that is secure and adaptable to the city’s business requirements. Technology Service Center The Technology Service Center provides citywide help desk support for computing related problems. An initiative next fiscal year will be to provide immediate email notification of problem closure to the customer and offer online customer feedback through a customer service survey. The feedback from the survey will generate online “real-time” customer service improvement information that will be reviewed by management on a regular basis. Organizational enhancements to customer service will be implemented through the results of the surveys. VOICE AND DATA COMMUNICATIONS PROGRAM Provide maintenance and operation support to current City’s data, telephone, fiber and wireless network infrastructure. Provide engineering support for major projects; Public Works Building, Van Nuys City Hall build-out, LAPD and LAFD data network upgrade. Continue to incorporate City facilities into the City's fiber optic and wireless network, focusing on connections to public safety facilities and high density locations. Deliver high speed connectivity to the Internet and begin merging voice, video, and data over the Citywide backbone into one single converged network. Provide more cost efficient, reliable and robust data and telephone network infrastructure.


3. A timeline showing key milestones, signature events and key deadlines from your work plan for the coming fiscal year. All facilities are dependent on information technology infrastructure and systems for their operations. New City facilities being completed with projected openings are:

• West LA Police Station – 1663 Butler Ave, August 2005 • Pacific Police Station – 12312 Culver Blvd., June-July 2005 • Wilshire Police Station – 4861 Venice Blvd., June-July 2005 • Southeast Police Station – 145 West 108th Street, June-July 2005 • Public Works Building located at 1149 S. Broadway St.: August 26, 2005 • Van Nuys City Hall - June 15, 2005 Move-in Date pending construction

schedule. • Griffith Park Observatory - July 1st tentative move-in date, location is still

under construction Key Milestones – Public Safety:

• Training Evaluation and Management System (TEAMS) II – implement for LAPD (October 2005)

• Emergency Alert Response System - implement for the Department on

Aging (July 2005)

• Community Alert System – implement new system in conjunction with Emergency Preparedness Department (October 2005)

Jobs and the Economy:

• Business Assistance Virtual Network (BAVN) integration of DWP bid opportunities (December 2005)

• LATAX Electronic Business Tax Renewal Web Process – implement

new online registration process for businesses that integrates with Office of Finance’s LATAX system (December 2005)

• Cable Franchise Extension Agreements - The second cable franchise

extension agreements are set to expire on August 7, 2005. ITA is working with the CLA and the City Attorney to hire a Lead Negotiator. Interviews for this position are scheduled for June 2 - 3.


Education:

• Technology Internship Program - ITA, in partnership with the Hispanic Engineers National Achievement Awards Corporation, Inc. (HENAAC), is bringing back the City’s technology internship program to increase employment opportunities for college students, increase educational and professional development opportunities, and support the City in meeting its workforce development objectives. This program does not require City cash resources but will be funded from monetary contributions through HENAAC. An agreement is pending and it is anticipated that this program can begin in the 2005-06 fiscal year.

E-Government:

• 311 Project Manager - hire contract project manager and begin implementation of the Citywide Service Request System (ASAP)

• 311 Citywide Service Request System Contract - negotiate and

execute contracts (August 2005)

• Sungard Treasury Workstation System – implement systems for Office of the Treasurer that will automate cash management, financial planning and forecasting, securities trading, and risk management tracking activities (August 2005)

• CD 14 Election support – assist City Clerk with special election

(September/November 2005)

• Financial Management System (FMS) Vendor Selection - Complete RFP vendor for new FMS for the City of Los Angeles multi-million dollar project spanning several fiscal years (October 2005).

• Anti-spam solution – implement enhanced solution for City staff

(November 2005)

• Mobile Field Inspection (mField) system - implement for Building and Safety (December 2005)

• Payroll Replacement System (PaySR) – implement enhancements

necessary to eliminate processing deductions in the Legacy payroll system. Retroactive payroll processing should also be implemented. Only remaining function on legacy system will be reporting jobs. (June 2006)

• Home Delivered meals tracking system – implement for the Department

of Aging (June 2006)


4. A summary of your longer term vision and plans.

City-wide I/T Strategy ITA is undertaking a City-wide I/T Strategy to transform how I/T services in the City can be performed more effectively, reduce costs, eliminate redundancies and improve service levels. Transformation to a City-wide I/T approach has significant policy and financial benefits for the City requiring strong Mayor and Council support in order to be successful. A major policy decision that is directly related to this initiative is creation of a CIO for the City. It will allow the City to be more strategic and effective in technology decisions City-wide thus maximizing taxpayer dollars and increasing City service levels. WiFi and Student Laptops furthering Education The City in partnership with L.A. Unified School District and private industry has a unique opportunity to demonstrate leadership by establishing WiFi Hot zones in pilot school locations throughout the City. Students would be provided laptops with wireless broadband access to the Internet throughout the campus. The City has gained experience over the past year with WiFi implementations at the Marvin Braude Constituent Services Center and other public spaces. This initiative is education driven and in line with the City’s WiFi and Beyond Strategic Plan. It will help close the digital divide and ensure that our children are equipped with the proper tools to be effective in the workforce as our future leaders. Emergency Operations Urban Area Services Model The Los Angeles Urban Area (LAUA), consists of the City of Los Angeles, the unincorporated area of the County of Los Angeles and seventeen cities with contiguous borders to the City, and was created as a result of Los Angeles’ designation as one of the nation’s Urban Areas in April 2003. The LAUA group allocates Department of Homeland Security (DHS) Urban Area Security Initiative (UASI) grant funds to LAUA entities. The City of L.A. as the “Core City” to the Urban Area, administers the overall grant. ITA is interested in providing Emergency Operations Center Information Management System (EOCIMS) to the LAUA group. The initial cost can be funded using UASI grant funds. Ongoing costs would be shared by the agencies using the services. This approach of sharing resources on a standard system lowers the overall cost for participating cities and provides better information sharing within the Urban Area. Telecommunications Planning and Utility ITA completed a five-year Telecommunications Plan in 2004 which offered recommendations that will improve the City's network environment and reduce overall cost of communications. Additionally, ITA is continuously evaluating new telecommunications technology to implement a flexible, reliable, secure and expandable telecommunications network for the City of LA. The following list includes a few of the long-term plans envisioned in the area of telecommunications planning and utility.


• Coordinate a more collaborative development of broadband infrastructure in the City with proprietary departments.

• Redesign and re-engineer telecommunications Citywide to provide a municipal broadband system rather than ad-hoc circuit provisioning.

• Conduct Citywide needs assessment for wireless communications. • Develop a Citywide policy for deployment of wireless communications

used for both internal City applications and public. • Work with EPD, LAPD, LAFD, etc. to prepare a strategic plan for public

safety communications. Consolidation of Data Centers with DWP A Data Center consolidation between the City and DWP may result in significant cost savings, optimization of resources, and efficiencies in customer service. A Data Center consolidation assessment will result in the study of potential areas for consolidation. Areas to be evaluated include: Data Center facilities, disaster recovery solutions, staff roles and responsibilities, printing requirements, and mainframe and distributed system environments. A Data Center consolidation study results in a number of challenges, but will provide viable opportunities for the City. 5. A summary of the significant issues the department is facing and how you anticipate resolving them. City-wide IT Governance and the Creation of Project Steering Committees by Council Information technology governance needs to be established to ensure a City-wide approach. Currently this is done only at budget time department by department without reference to an overall strategy. See Attachment C “IT- Related Oversight or Steering Committees Bodies” for the existing oversight structure which has transpired over time without a common direction or plan. Clearly this is not “best businesses practices” for management and oversight of IT in a large enterprise like the City of Los Angeles. Oversight of major system projects is provided by Executive Steering Committees that are created by Council and approved by the Mayor. ITA believes that the Executive Steering Committees are needed to provide project oversight and executive sponsorship; however, creation of committees by City ordinance hampers effective project communications due to Brown Act restrictions. The normal representatives on these committees (Mayor, CLA and CAO) often have a dual role of policy maker and participating on the working level implementation of a project. The Brown Act does not make a distinction with regards to roles and thus creates a dilemma for working level discussions. It also puts the City at a disadvantage when potential disputes with a vendor occur. The Brown Act requires that strategy discussions on how to resolve these disputes


take place in an open meeting that the vendor could attend. These issues would not exist if the steering committees were created by administrative action.

Communications Electricians Salary Disparity – City vs. DWP Salaries received by employees in Communications Electrician related classifications in Council-controlled departments are considerably less than the salaries received by employees in the same classifications in the Department of Water and Power. The salary difference has and will continue to impact ITA’s ability to retain the best employees and to properly support critical communications infrastructure and public safety systems. Currently, the City is involved in MOU negotiations with the Joint Building Trades which have been stalled by this very issue and this problem is exacerbating other, less pronounced employee relations issues. The Mayor’s assistance in developing an approach to resolving this problem and avoiding what we believe is an eminent lawsuit is key to achieving a resolution.

Disaster Recovery & Business Continuity and Resumption ITA is currently working to improve the City’s IT disaster recovery and business continuity plans. Many critical systems such as PaySR, LATAX, SMS, 311 and TEAMS II are located in the Data Center in City Hall East. A business continuity plan that utilizes a fiber optic network between City Hall East, Marvin Braude Constituent Center, West Los Angeles City Hall and San Pedro City Hall will provide a business resumption network infrastructure for these systems. In addition, the implementation of an alternative disaster recovery facility at Marvin Braude Constituent Center will utilize the fiber optic network and can house critical systems. This business continuity infrastructure enhances the City’s ability to resume business operations in the event of a disruption to City Hall East.

Citywide Security Awareness and Prevention Information security remains a high priority for ITA and requires constant vigilance from all city employees. Security prevention can be accomplished by first heightening security awareness to all city employees. Today, millions of email viruses and spam are filtered out each day using software prevention tools. Although this can be an effective measure for combating this problem, implementation of a citywide security awareness program to enhance an employee’s knowledge of information security will help further eradicate security threats that impact the city. A security awareness program will provide a series of online education courses and special security oriented events that will raise security awareness and enable City employees to identify threats, practice safe computing practices, and protect City information assets.


Controller’s Audit Recommendations • Physical Computer Observation – August 26, 2004 ITA appointed an Inventory Manager position that is in the process of developing consistent policies and procedures throughout the organization. • ITA Contracting Practices – April 26, 2005

ITA has made positive changes to its contracting functions including designation of a centralized office for contract oversight and appointment of a contracts administrator; they are instituting stronger internal controls, and drafting new policies and procedures that can be a model for the city.

• Contract Monitoring of Cable Franchise Agreements – May 19, 2005 ITA is currently preparing its response to the Audits & Governmental Efficiency Committee due by June 17. We have initiated franchise audits in accordance with the recommendations and are considering automation for better tracking.

Funding of Government and Educational Access A motion was prepared as part of the 2005-06 budget adoption by the City Council to take $400,000 from LA Cityview Channel 35, the City’s government access channel, and distribute this same amount to LACTAC Channel 36, the City’s educational access channel. In this current fiscal year, a similar action occurred where $416,250 was removed from Channel 35 and granted to Channel 36. These actions negatively impact the government channel in both production and equipment needs. Cable franchise revenues provide the City with over $22,000,000 per year. There is sufficient funding for both Channel 35 and 36. Forty percent of the revenue collected is directed to the Telecommunications Development Account (TDA) to support cable and telecommunications activities. It is not necessary for one channel to support another. The preferable alternative would be to reduce the transfer to the General Fund from the TDA, currently proposed for fiscal 2005-06 to be $1,470,578, to fund the needs of both Channel 35 and 36. Executive Leadership Vacancies ITA has a 50% vacancy rate in our Executive leadership positions. The leadership needs to be in place to make improvements and create new technology opportunities.

• The Executive Officer has been vacant since August 2004.

• The Asst GM over Enterprise Services has been vacant since May 2004. Both these positions were approved by the CAO, Personnel, and Budget and Finance Committees but were prevented from being considered by full Council due to a request by Councilmember Weiss for referring the matter to the Information Technology and General Services Committee for a policy discussion. To date this has not been scheduled.


The continuing vacancy of these positions is detrimental to the City and to the Department. We need your support for making these appointments as soon as possible. 6. Any concrete suggestions you may have to more effectively deliver services to the public. Citywide Service Request System implementation and Call Centers Consolidation Implementation of the CSRS in City Departments standardizes how service requests from the public are received and tracked. Other cities such as Chicago, Baltimore and Dallas have been able to more effectively monitor, manage and improve service delivery by implementing a Citywide Service Request System. This facilitates the 3-1-1 Call Center consolidation and allows the public to request the service online with the ability to track status. The experience of other cities demonstrates success for call center consolidation, more efficient use of staff and a higher level of service to the public. Regional Procurement The City spends approximately $20 million on annual telecommunications needs. ITA has initiated discussions with both L.A. County and the Los Angeles Unified School District to leverage buying power within the region. The City will have the opportunity to issue request for proposals with these partners for telephone and data services and drive down costs. There may be other commodities or services that the City will also be able to leverage through cooperative purchasing. New Cable Franchise Agreements The City is currently operating on 18 year old franchise agreements with five cable operators. Technological advances in the cable industry over the last 18 years have produced additional potential revenue opportunities for the City. Renewal of the existing cable franchise agreements will minimize disputed items during audits and enforcement, expedite and may maximize revenue collection, achieve potential enhancement of PEG structure, and implement a state-of-the-art I-Net for the City. ITA is working with the CLA, City Attorney Office, the Board of Information Technology Commissioners, and ITGS on this important matter.

Centralized Contractor Database This initiative entails establishing a centralized database of city contractors and a method of tracking those subject to campaign contribution restrictions during contract bid processes. This initiative is important to ethics reform. It was unanimously approved by the Ethics Commission. This system will provide an enforcement tool for ensuring that contract bidders are prohibited from making campaign contributions and fundraising while contract decisions are pending. The plan was to implement a comprehensive database by fall 2005 that would provide information at all times regarding who is restricted from contributing and fundraising. The BAVN system would be expanded to become the centralized


database that would be used in conjunction with the Ethics Commission Campaign Contributions database for verification. Both ITA and GSD are the major stakeholders in development of these systems.

County/City Digital Imagery Consortium The County of Los Angeles has been meeting with cities in the Los Angeles Region to partner in a consortium sharing in the purchase and acquisition of high quality digital aerial imagery products. Today, City Departments have become reliant upon usage of similar aerial imagery to support a variety of critical business functions including homeland security, public safety, inspection, permitting, and development activities. The City’s current imagery product is over 5 years old and is significantly out of date. In order for an aerial imagery product to be useful for supporting these functions it needs to be refreshed within a 3 year cycle. ITA is leading an effort to work with departments to quickly survey needs and potential funding sources. If there is departmental support and adequate funding identified, ITA will confirm our participation. The City’s total contribution is approximately $900,000 with payment split over the next two fiscal years. Departments are currently reviewing funding options within the already approved budget. Supply Management System Implementation in DWP After spending 10+ million on a failed initiative for online procurement bidding, DWP is now looking to implement a new solution. The City has a proven enterprise-wide supply chain solution in place that can be leveraged to meet their online bidding needs as well as be their comprehensive solution for supply chain. This has similar potential in the other proprietary departments allowing the City to leverage contracts already negotiated with many of the same materials / supplies vendors and take advantage of consolidated buying power of the City as a whole. Also this standardizes procurement processes City-wide including proprietary departments with the processes that are already in place in the City that are accepted as being fully compliant with the Charter / Ethics policy. This initiative has significant cost savings. DWP plans to meet with GSD early summer 2005 to determine how to move forward with this multi-million dollar project that will span over several fiscal years.

CITY OF LOS ANGELES INFORMATION TECHNOLOGY AGENCY

VISION OF SUCCESS (What we seek to be)

We strive to be a model information and technology organization recognized for proactive leadership, innovation, and customer service.

MISSION STATEMENT

(What we do)

We, the employees of the City of Los Angeles, Information Technology Agency, are committed to excellence, and ensuring the business of government is efficient by providing an information technology infrastructure and systems that are reliable, long-term, financially viable and secure. We continuously strive to improve the dissemination of public service information through the expanded use of communications, computing technology, and effective telecommunications oversight.

CORE VALUES (Guiding principles for achieving our mission and vision)

• Pride: We take pride in our work. We strive for personal and professional

excellence. We recognize and reward initiative. • Quality: We ensure that our services and deliverables meet the highest

quality standards found in the technology industry and adapt to an ever changing technology environment.

• Respect: We appreciate and value one another. Our actions are carried

out with trust, integrity and fairness.

• Service: We focus on our customer needs. We recognize, in order to improve service, we must be a learning organization that seeks improvement and embraces accountability.

• Teamwork: We support a cooperative work environment. Our team is strengthened by the diversity and contributions of each member. We strive to communicate openly and honestly.

“Your Window to Technology Solutions and City Information”

CITYWIDE VIDEO SERVICES/L.A. CITYVIEW CHANNEL 35

OFFICE OFTECHNOLOGY SOLUTIONS

(E-Gov & Business Systems)

3-1-1 CALL CENTER OPERATIONS

CABLE TELEVISION FRANCHISE ADMINISTRATION

OFFICE OFENTERPRISE SERVICES

(Operations & Infrastructure)

OFFICE OFPUBLIC SAFETY SERVICES

(Police & Fire Systems& Communications)

External Public Services

Internal City Services

EXECUTIVE OFFICE

FINANCE AND ADMINISTRATIVE SERVICES

OFFICE OFIT STANDARDS AND POLICY

INFORMATION TECHNOLOGY AGENCY

1/04/05

BOARD OF INFORMATIONTECHNOLOGY COMMISSIONERS

MUNICIPAL ACCESS POLICY BOARD

City of Los Angeles Citywide Information Technology Strategic Plan

Update: 6/3/2005

Page 1

CITY IT-RELATED OVERSIGHT OR STEERING COMMITTEE BODIES

Name Purpose Official

Members Other

Members (Advisory)

Creation / Council File

Index # Information Technology and General Services (ITGS) Committee

Council subcommittee overseeing IT-related activities

3 Council members

Other Council members attend

11-2-95

Board of Information Technology Commissioners (BITC)

Advisory board for matters regarding Cable TV franchises and related issues

5 Appointed Commissioners

City Attorney ITA

Ad. Code 22 Charter 26

3-1-1 / E-Government Executive Steering Committee

Oversight of 3-1-1 Project

CAO (Chair) CLA CM Weiss ITA Mayor

Council CF 97-0679

Cable Franchise Oversight Working Group **No longer meeting

Coordinate City’s efforts in developing strategies and negotiating positions for Cable franchise matters

CAO (Chair) Chair of ITGS City Attorney CLA Mayor (2 members)

ITA Council CF99-2380-S1

Document Management Steering Committee

To develop an approach for coordinating and implementing an internal electronic records management system

CAO (Chair) CLA Mayor

GSD ITA City Clerk Council motion pending to add CC, GSD and ITA as members

Council CF02-0727 FY 2001-02


Update: 6/3/2005

Page 2

Name Purpose Official Members

Other Members (Advisory)


Index # Emergency Command Control Communications System (ECCCS) Technical Steering Committee (TSC)

ECCCS program oversight and Citywide coordination

CAO (Chair) CLA ITA LAPD Public Works

Council CF94-2304

Fire Facilities and Animal Services Facilities Oversight Committees

Provide Citywide oversight to Prop. F

CAO (Chair) Animal Services City Engineer CLA LAFD Mayor

ITA

Council CF 01-0353 02/16/01

GIS Executive Committee

Sets the direction for GIS in the City and establishes standards

ITA (Chair) City Engineer DOT Planning Public Works

Board of PW CAO LADBS

Council CF 97-1480 12/12/97

LAFD Management Advisory Committee

Oversight of Fire Dispatch Systems

LAFD (Chair) CAO CLA ITA

Council CF 93-1074 01/31/96

LATAX Steering Committee

Project management support and oversight

CAO (chair) CLA Mayor

ITA Office of Finance

Council CF 01-0328 3/23/01

Municipal Access Policy Board (MAPB)

Recommends programming policy guidelines for municipal access and approves proposals for LA CityView 35 programming projects

3 Appointed Members

ITA Council CF89-1092-S1 August, 1989


Update: 6/3/2005

Page 3




Index # Payroll Replacement (PaySR) Steering Committee

Project management support and oversight

CAO (Chair) CLA Mayor

Controller ITA

Council CF 99-1641 12/15/99

Plan Check Inspection System (PCIS) Executive Steering Committee

Oversight of PCIS Project

LADBS (Chair) CAO CLA ITA Mayor

Council CF 89-0953 06/21/89

Public Safety Bond Administration Oversight Committee

Provide Citywide oversight to Prop. Q

CAO (Chair) CLA LAFD LAPD Mayor

ITA Council CF 01-2421 11/09/01

Interdepartmental Computing Advisory Committee (ICAC)

To disseminate technology concerns and decisions and to learn about IT management issues

CAO (Chair)

Departments (ISC/DCS)

CAO 1993

Training Evaluation and Management System (TEAMS) Workgroup

Oversight for the TEAMS component of the Consent Decree

CLA (Chair) Mayor (Co-chair) CAO ITA LAPD

Other outside entities attend, e.g. Inspector General

CLA

Technology Security Review Committee (TSRC) ** No longer meeting

Established by ITA to provide central oversight for physical and logical security policies, standards, and guidelines

ITA

City Attorney Departments Including LAPD DOT GSD

ITA 10/15/01


Update: 6/3/2005

Page 4




Index # Supply Management System (SMS) Advisory Committee

Reviews functions and policies for the Supply Management System

GSD (Chair) Departments GSD 2001

Public Information Network (PIN) **No longer meeting

Develop and implement a data base information system containing complete and current community services information

ITA (chair) CF 90-1627 1995

Emergency Operations Board (EOB)

Board consists of GMs from 10 departments in responding to emergency and communication of information to critical personnel

LAPD (chair), LAFD, CAO, PW, DWP, LADBS, GSD, DOT, RAP, Personnel

CF 86-0028, CF 94-0085 1994

LAPD Information Systems Review Board (ISRB)

LAPD internal review board for their system requirement and function

LAPD ITA LAPD

Wi-Fi & Beyond Executive Advisory Panel ** Not meeting as of April 2005, when the panel’s report was published”

Lay out a strategic vision on how L.A. will lead the way in implementing Wifi and next generation technologies with recommendations to the Mayor by April 2005

15 members: Experts from industry, academia and Mayor’s office (Chair), ITA, LADWP, CRA

Mayor’s office October 2004 – April 2005

Executive Briefing for Mayor-Elect Villaraigosa · management, telecommunications cost management,...

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Transcript of Executive Briefing for Mayor-Elect Villaraigosa · management, telecommunications cost management,...