Technology Services by jolinmilioncherie

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									Technology Services

   Strategic Plan for
 Operational Efficiency
       2011-2014
                   Mission:


To promote, facilitate, and deliver operational
efficiency through the selective use of technology
by providing business process planning and
implementation, business continuity, data integrity,
security, and efficient service to fulfill
organizational vision and goals set forth by the
Henry County Board of Commissioners, the Courts,
and related Constitutional Offices.
                 Background


 1999 - population = 90,000
   ~ 900 FTE’s
   3 AS400’s, and 3 Windows Servers
   15 Dial up Internet Accounts (Inetnow)
   No County Web Site
   No Email
   30 Gigs of data throughout the County
   Business processes extremely labor intensive, paper
    based, and redundant.
      Background (continued)


 2011 – population = 204,000
   ~ 1300 FTE’s
   7 AS400’s and 75 Windows Servers
   Centralized, managed Internet
   World Class Web Site, fully integrated with live data
   Centrally managed email system
   60 Terabytes of data (60,000 gigs)
   Business processes mostly electronic, but much work
    still exists to reduce redundant efforts, and streamline
    process efficiencies
           AS400 Infrastructure


 7 Total AS400 (iSeries) Servers – “Little Main Frames”
     3 Active, 3 Passive (fail over), 1 Development
   Costs = ~ $500,000 annually to maintain
   Applications used being phased out by vendor
   Support is hard to come by, and expensive
   Technology has changed in the past 12 years
     Virtualization / Windows


 125 Windows Servers by 2014
 One Physical Windows Server = 30 Windows
  Servers
 Entire infrastructure can be managed by 2 people
 Support and skill set are abundant, and current
  staff maintains these skills.
 Highly redundant, reliable, and flexible.
 Costs = ½ of Current AS400 or $250,000 per year
              Efficiency Study


 Definition: ERP – Enterprise Resource Planning
   Finance, Payroll, HR, Building/Development/Code
    Enforcement life cycle, Citizen Services
 5 of 71 Departments Studied
   Finance, Purchasing, HR, Building Permits & Licensing,
    Tax Assessor
   Over $500,000 per year in wasted effort due to
    redundant, or inefficient business processes
                         Hardware


 Data Center Upgrades – Already in progress
   3 Sites
   Servers: move from AS400 platform to Virtualized Windows platform
    (already delivered)
   Storage (Hard Drive Space): This is where the data lives. Planed for 5 year
    life cycle.
   Network Upgrades (to support increased network bandwidth demand
   Phone System (5 years + old now) Upgrades
   Disaster Recovery, data continuity, integrity
   “E-Discovery”: which is very helpful for our Legal Department
    performing instant searches of all data throughout the County when
    needed
   Software (Administration)
           18 months from time awarded



 ERP: Enterprise Resource Planning
     Finance, Auditing, Grants Management
     Purchasing, Inventory, Asset Management
     Human Resources
     Permits and Licensing (Building and Business Licensing)
     Planning and Development
     Work Flow Management – Citizen and department work
      requests
     Citizen Access – Transparency in government, requests,
      tracking requests, etc.
     Software (Public Safety)
            18 months from time awarded



 Police RMS (Records Management System)
     Replace AS400 software, with modern, windows based
      software
     Increased capabilities, including integration with 911, mobile
      applications such as e-citations, accident reporting, incident
      reporting, GPS, and many more.
 911 CAD (Computer Aided Dispatch)
     Replace AS400 software, with windows based CAD solution
     Include mobile CAD for SO, PD, Fire, Cities (cities pay for their
      software)
     Include GIS / GPS (mapping and call routing) capabilities
     Increased reporting capabilities
                Change is Painful


 Changing Business Culture
   Communication is key: Why we’re here today!
   Buy-In and Cooperation from ALL Stakeholders Essential
      Board of Commissioners and Constitutionals
      County Management, Division Directors, Department Heads
      All users (all employees, and ultimately citizens)
   Feedback and modifications of the Plan as needed
   Adoption of the Plan (set schedule) by the BOC
   All Departments will be required to participate in business process
    reviews, identifying at least 2 decision makers with authority to make
    decisions, and communicate with their department.
   Implementation of the Plan, including installation, data migration,
    integration, delivery, training, and ultimately Adoption by All
    Departments, and end users.
                   Estimated Schedule


   October 2011: Communicate the need, proposed solution, and schedule to deliver
   October-November 2011: RFPs for Storage and Software (Servers already done)
   October-January 2012:
       Installation of Hardware
       Acceptance of recommendations of software selection by BOC
       Begin Business Process Review and Discussions with each Department
   January-July 2012:
       Installation of Software (ERP, PD, 911)
       Training of new software begins, and continues
       Software integration with 3rd party software components
   July - January 2013:
       Implementation
       Training - Culture Change
       Dual Systems running and in production
   July 2013 – January 2014:
       Acceptance of new system by departments (Sign Off)
       De-commission AS400’s
                      Expenses


 Overall Expenses for entire project = $3.5 million
   5 Years + Life for Hardware
   10 Years Life for Software
 $1.3 million = Infrastructure improvements for
  servers, storage, network phone system
 $2 million = Software, including implementation,
  training, data migration, etc.
 Maintenance = $200 K / year for first 5 years
 Cost per employee = ~ $512 per year
        Return on Investment


 Savings – AS400 Infrastructure = $500K per
  year
 Savings – Improved Efficiency (5 departments
  studied = $500K per year) Estimate for all
  departments $2.5 Million per year)
 Savings less cost – First 5 years = $15 Million
  (less costs = $3.5 million) =
   NET GAIN = $11.5 Million
                Action Items


 Please support this plan, through the County
  Manager’s office
 Executive Level Support is Key to Success
Questions?

								
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