CMEM IT Strategy - Ver 1 1 by chrstphr

VIEWS: 136 PAGES: 203

									Overview & Reference: Volume 1 of 3
Version 1.1 June 28, 2006
CMEM IT Strategy - Ver 1 1.doc Page 1 of 203 12/6/2006

Information Technology Strategic Business Plan

Revision History
Version 1.0 Date 6/1/2006 Author I. Brownstein + CIO Team, ACS Team, City Users CIO Team + I. Brownstein Comment/Change Description or Change ID First Review Release  Incorporate Revised Executive Summary  Replace Intro ductio n w ith ―IT S B P S ectio n O verview ‖  General Release

1.1

6/28/2006

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Information Technology Strategic Business Plan

Executive Summary
Background
The City of Memphis, through its Information Services section of the Executive Division is committed rigorously seeking out, qualifying, validating and applying the best use of technology acro ss each o f the C ity‘s D iv isio ns. This Information Technology Strategic Plan (ITSBP) is a roadmap that seeks to strategically assess the existing uses and potential opportunity for uses of computer applications and other technologies and innovations. This will enable the City to adopt the most appropriate solutions to ensure the most coordinated and efficient delivery of services within the Divisions. T he C ity o f M em phis‘ ITSBP can be used by everyone within the City of Memphis to gain a more thorough understanding of Information Services (―IS ‖). More importantly, the ITSBP will help explain how the City arrives at the strategies and recommendations that have and will occur as a result of technology. The key sections of the ITSBP provide a roadmap and guide to the major components, programs and initiatives underway and planned by IS.

There are 3 broad components of the Executive Summary & Overview:  The Fiscal Recovery Plan – to identify ho w the IT S B P suppo rts the C ity‘s d irectio n  Building the ITSBP – to describe the underlying business components & factors that drove the development and assembly of the plan  Critical Next Steps & Technology Initiatives – Major activities planned for FY07.

Fiscal Recovery Plan
T he success o f the C ity‘s F iscal R eco very P lan is defined thro ugh a nu m b er of seven (7) critical Tasks/Projects that must be completed, integrated and implemented. 1. Fiscal Recovery Plan – This plan is completed and in the process of implementation and includes Debt Management and Capital Spending Plans. The Capital Spending Plan assumes a dramatic reduction in overall funding and is linked to a specific spending amount based on current debt capacity and tax increases for 2007 and 2008. 2. Asset Protection Plan – This plan is in progress and identifies the critical policies and procedures in the area of fixed assets, controls, etc. that encompass the purchase / CMEM IT Strategy - Ver 1 1.doc Page 3 of 203 12/6/2006

Information Technology Strategic Business Plan acquisition of assets and how to insure those assets are properly accounted for, maintained, inventoried and disposed of. This also forms the basis for the Annual Internal Audit Plan as well as the basis for key focus areas for the External Audit. 3. Asset Management Plan – The plan is in progress and is critical to the appropriate/successful managing and positioning of asset acquisition, repositioning and disposal. 4. Information Technology Plan – This plan is a work in progress and will be completed and presented to the staff and the City Council in late June. 5. Strategic Planning – Long-range (Five-Year) Planning that links Operating and Capital Planning. Efficiency Study – The study should be implemented by June with the firm of Deloitte as the lead consultant and Berkshire Advisors as a partnering consultant on the project. 6. D irector’s R etreat S u m m ary – The summary of the recommendations for each division as develo ped by the staff o f each d ivisio n at the D irecto r‘s R etreat that w as scheduled over the course of three months. 7. Standards, Policies & Procedures – Development of standards for all divisions to ensure certain unity, efficiency, and elimination of ineffectiveness and redundancies. T he co m p leted IT S B P as described in ―B u ild ing the IT S B P ‖ and the ―IT S B P S ectio n O verview ‖:  Provides with presentation to the Staff & Council - Completes #4.  Provides an annual Strategy Framework for IT – that will integrate with and Support #5 The completed ITSBP highlights a series of technology Policies, Standards, Techniques and Approaches that:  Will - Support the definition, integration and completion of #6 & 7. The ITSBP also provides a core set of Methodologies and ongoing Initiatives as described in the plan that:  Will - Support the automation and integration of #2 and #3.

Information Services is well positioned to provide critical ongoing support in terms of functions, measures and reporting to ensure the success of each transformation Committee and the overall Fiscal Recovery effort.

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Information Technology Strategic Business Plan

Building the ITSBP
The ITSBP was developed based on a set of key elements that support leveraging technology to achieve optimal efficiencies for the City of Memphis. These include:  Assessing & Analyzing the State of Technology across City Divisions  The Central Role of Oracle Technologies in the City of Memphis  Standardizing Technologies: A city of Memphis SOP  A C S ‘ R o les & R espo nsibilities in the City of Memphis  Establishing City of Memphis Technology Policies  E ngag ing the C ity‘s T echno lo g y T ask F o rce in T echno lo g y D ecisio ns

The six key items are described below and provided the framework for developing the initial p lan . G oin g forw ard , it is th e in ten t th at “grou p d yn am ics” with the Divisions will drive expanding the plan to necessary new areas and facilitate a more cohesive organizational culture where the introduction of technological tools and opportunities are embraced by all City employees.

Assessing & Analyzing the State of Technology across City Divisions
During the late 1980s and into the 1990s, the City of Memphis encouraged or otherwise adopted a ―decentralized ‖ appro ach to the use o f techno lo gy. F o r m any years C ity D ivisio ns, their directors, managers and employees were given the autonomy to make technology policy and procurement decisions independent of one another. In fact, the City encouraged this system of technology management through the practice of independent technology budgeting. T o day‘s o peratio nal and fiscal enviro nm ent and realities requ ire a m o re organized strategy that includes collective and individual accountability along with a strategic approach to the selection, procurement and implementation of technological solutions. Until the City inventories all of its technology assets, along with their uses and values, and fits them into the framework of a centralized and standardized framework, it cannot fully gain the benefits of an enterprise-level adoption of a technological strategy.

The Central Role of Oracle Technologies in the City of Memphis
The City of Memphis has invested in and committed to Oracle technologies as the core (or standard) technology for back-end technology management tool to support each of the Divisions. CMEM IT Strategy - Ver 1 1.doc Page 5 of 203 12/6/2006

Information Technology Strategic Business Plan Central to this investment is the Oracle Enterprise Resource Planning (ERP) System to carry out critical business functions. The City of Memphis has implemented key components of the ERP Software in two phases:  Phase I - Oracle Financials – implemented July 2004  Phase II - Oracle Human Resources/Payroll – implemented March 2005 Key sections of the ITSBP focus on the implementation, lessons learned to-date and plans developed related to the use of Oracle technologies to support the City of Memphis. It is critically im p ortan t th at th e C ity’s execu tives, m an agers an d em p loyees u n d erstan d and embrace this technology. The City has committed to the Oracle technology as the backbone and standard for evaluating all other technologies when making technology procurement and implementation decisions.

Standardizing Technologies: A City of Memphis SOP
The ITSBP seeks to identify w ays and ad vance strategies fo r each o f the C ity‘s D ivisio ns to adopt a standardized approach to the use and implementation of all technologies through coordination by Information Services (IS). The ITSBP identifies (and by definition proposes for ongoing use) strategies for collecting and standard izing D iv isio nal app licatio ns and hardw are to the C ity‘s techno lo gy standards. T his w ill primarily be accomplished by identifying ways to convert existing solutions to the standard or, in a few special cases, interfacing existing solutions to the core standard technologies. IS understands that the services provided by each Division are unique. Each Division must em b race tech n ology stan d ard ization in a w ay th at ad d s valu e to th e D ivision ’s op eration.

A C S ’ R oles & R esp on sib ilities in th e C ity of M em p h is
O peratio nally, m any o f IS ‘ personnel are contracted employees through Affiliated Computer Services (ACS). In 2001, the City outsourced its IT Department to ACS and left the City Employee administrative staff in place. Under this arrangement, all technology endeavors (technology projects, systems, applications, hardware, data and voice communications networks) are managed through the IS via a collaborative management arrangement with ACS. ACS is contractually obligated to provide such support services to the City through June 2008.

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Information Technology Strategic Business Plan M an y of A C S ’ em p loyees are form er C ity em p loyees. It is im p ortan t th at all C ity employees understand and accept the role of ACS personnel as IS representatives who are d ed icated to su p p ortin g th e C ity’s tech n ological n eed s.

Establishing City of Memphis Technology Policies
As a municipal organization, technology increasingly plays an integral part in the way each Division functions and should provide a means to work more efficiently. The core technology policies are:  All City IT Initiatives Must Be Coordinated with IS - It will be the policy of the City o f M em p his that all o f the C ity D iv isio ns‘ pro jects, pro gram s, purchases o r initiatives that have technology components, coordinate such activities with the CIO and/or Information Services.  All City Operational Technology Management Functions Must Be Coordinated with IS - It is the policy of the City of Memphis that all operational technology management functions that are perfo rm ed w ithin each D ivisio n w ill be co o rdinated w ith the C ity‘s Chief Information Officer and/or Information Services.  IS Provides Management for All City Technology Support - Information Services provides management for technology support, maintenance, projects, data and voice networks for all of the Divisions of the City of Memphis.  O racle is th e C ity’s E nterprise-Wide Integrated Application Software - The City selected Oracle to use as the enterprise-wide software for the management of its Human Resources, Finance, Payroll, Benefits and Customer Relationship Management endeavors. O racle is o ne o f m any ―p latfo rm s‖ the C ity uses fo r the m anagem ent o f its data (see below). Other platforms are employed based on organizational needs and best practices across the City government. Consistent with these policies, the ITSBP identifies and summarizes the existing IT related Standard Operating Procedures (SOP) as well as defining a methodology for identifying, documenting and providing controlled central access to all SOPs. The City must adopt the IS or another SOP methodology to address technology assessment, validation, procurement, operations, staffing, management and support in critical areas that include:  C ity‘s A sset M anagem ent P lan ning  C ity‘s F acilities Management Planning  C ity‘s C IP P ro jects P lanning  Geographical Information System Management  Technology Risk Management Planning  Disaster Recovery and Business Continuity Planning  Consolidation of Technology support functions within the Divisions  Centralizing and standardizing technology hardware CMEM IT Strategy - Ver 1 1.doc Page 7 of 203 12/6/2006

Information Technology Strategic Business Plan  Centralizing and standardizing City-used software  Centralizing and standardizing IT Operating Procedures The success of the Fiscal Recovery Plan is also dependent upon adherence to the new Technology Policies as well as identifying, defining, standardizing/developing and centralizing all relevant Divisional SOPs.

E n gagin g th e C ity’s T ech n ology T ask F orce in T ech n ology D ecision s
The Mayor authorized the establishment of a series of functional operating committees including a Technology Task Force. C o m po sed o f representatives fro m each o f the C ity‘s D ivisio ns the T echno lo g y T ask F o rce w ill meet regularly to discuss and develop consensus recommendations on technology planning, procurement and policies as it relates to technology initiatives. The Technology Task Force provides the basis for enterprise-level information sharing as well as strategic visioning for technology in the City. The ITSBP defines an approach to identifying, defining, assessing and managing these activities in the fo rm o f a co m m ittee ―T em p late.‖ It is critical that this Technology Task Force serves to validate the implementation of new technology initiatives against established technology standards.

Critical Next Steps & Technology Initiatives
Over the next several month period beginning July 1, 2006, IS will work with the Divisions to complete a number of critical steps that enable the Oracle Phase III Project an d p osition th e D ivision s to im p rove th e C ity’s efficien cy an d su p p ort th e S trategic Planning Initiative. To accomplish this IS will work with the Divisions to complete including:  Validate Oracle Reports - all outstanding Oracle Reports from Phase I & II o Formulate and publish an Action Plan to complete Oracle Reports  Complete an 18 Month Oracle Training Plan o Including Oracle Time and Labor, Data Management and Core Financial applications Training  Prepare and Produce a Measurement Baseline - Executive Sponsors: Robert Lipscomb, CFO, Darryl Anderson, CIO. CMEM IT Strategy - Ver 1 1.doc Page 8 of 203 12/6/2006

Information Technology Strategic Business Plan The Measurement Baseline effort will be completed for each appropriate Oracle function that is planned for implementation in order to define the criteria for ongoing measurement reporting and ROI capture. The measurement baseline will set the basis for ongoing reporting for each appropriate function in order to define the criteria to support ongoing reporting and management review as well as ROI determination. The measurement baseline will be developed per the following plan: 1. E stablish baseline ―criteria‖ and fu nctio nal expectatio ns by O racle module and City business area(s) affected 2. Identify Current Values (Note: per requirements) 3. Develop Expected Outcomes 4. Identify expected Targets 5. Develop Measuring System 6. Document Baseline Plan  Conduct & Complete a State of Technology Assessment – Executive Sponsors: Robert Lipscomb, CFO, Darryl Anderson, CIO To complete this effort, IS will conduct an assessment of each Division to identify and review o ppo rtunities fo r techno lo g y im pro vem ents as identified in the D irectors‘ R etreat. This assessment will also address the 51 non-system interfaces to Oracle in order to identify specific known areas for automation and streamlining. This detailed SWOT Analysis will be conducted with all Division staffs consistent with the Citywide Technology Conversion Plan. The focus of the State of Technology Assessment will be to:  Gather and implement findings from Divisional SWOT analysis assessments in order to identify & quantify opportunities for improved efficiency & effectiveness  Assess & evaluate all the City system interfaces to Oracle systems in order to eliminate manual intervention  Develop a Consolidated Divisional Technology Baseline in order to determine & quantify savings & other improvements. The State of Technology Assessment will be developed per the following plan: 1. E stablish E valu atio n B aseline ―C riteria & H urd les‖ 2. Develop Information Collection Approach & Expected Outcome(s) 3. Identify & Assess Current Technology Opportunities – by Division 4. Produce Outcomes & SWOT Summary - by Division & Overall 5. Develop Measuring & Reporting System

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Information Technology Strategic Business Plan Over the 18 month period beginning July 1, 2006, IS will work with the Divisions to complete a series of 12 integrated project efforts th at are grou p ed u n d er “O racle P h ase III” to exten d an d im p rove th e C ity’s cap ab ilities consistent with Project 2010. The Oracle Phase III project provides additional needed functionality as well as addressing the issues, inefficiencies, lessons learned and recommendations determined from the Phase I and II assessments. The following is a summary of each effort. (NOTE: Each component is described in detail in the ITSBP). 1. Implement the approved recommendations and Lessons from the independent high level review of Oracle Phase I & II Implementation and Training. 2. Implement Enterprise Asset Management (EAM) that will:  Drive maintenance best practices and improve performance  Empower all workers with easy to use self-service application  Manage the full asset lifecycle with complete view of assets and equipment  Replace costly standalone maintenance system s w ith O racle‘s integrated so lutio n  Eliminate 80 current integration points 3. Complete Phase II of Oracle Balanced Scorecard and Daily Business Intelligence This effort will:  Provide a performance measurement base for City Division & Executive Management  Validate the 500 Key Performance Indicator (KPI) identified by Divisional staffs in Phase I  Integrate data from Oracle and non-Oracle systems to drive KPI performance reporting across the City  Validate Financial & HR Daily Business Intelligence  Expand Procurement Intelligence with definitions of all commodities  Implement Interaction Center Intelligence to provide Call Center performance  Implement Service Intelligence for analysis of all CRM Service Requests 4. Identify, Implement and Integrate a Data Warehousing solution  A ―data w areho use‖ is w idely k no w n as a co py o f transactio n data fo r the purpo se o f querying and reporting.  The solution that is underway will become a key factor in current & future Reports Completion. 5. Work with Oracle Consulting Services (OCS) This effort will:  Complete integration of Oracle applications,  Resolve the Environmental setup (Change from Commercial to Public Sector) CMEM IT Strategy - Ver 1 1.doc Page 10 of 203 12/6/2006

Information Technology Strategic Business Plan  Resolve Purchasing hierarchy configurations/setups  Resolve Public Sector Budgeting (PSB) functionalities issues  Implementing new integrated Oracle business functionality to support Procurement that result in a paperless Procurement Process with Electronic Signatures and includes:  iSupplier,  Sourcing  Procurement Contract modules 6. Roll out CRM City-wide  Replace or integrate the Housing Inspection Tracking System (HITS) with CRM;  Replace the CARTS work order system with integrated CRM Field Service;  Implement the CRM Field Services  Consolidate twelve Divisions with Mayor Citizen Service Office (MCSC)  Integrate GIS with CRM for accessibility and accuracy 7. Library Integration The Memphis Public Libraries are now wholly owned and managed by the City of Memphis. As a result, the City is in the process of capturing all business processes associated with the libraries into the Public Services Division. 8. Roll out Oracle HR Self Service for all City Employees Oracle Self-Service Human Resources (HR) allows the workforce to update and use employee-specific information, online via a browser, that is personalized to an individual's role, experience, work content, language, and information needs. By allowing managers and employees to access and manage information and transactions in a paperless environment, we will streamline business processes, decrease costs, and improve service. 9. Implement GIS Enterprise  Rollout GIS City-wide  P ro vid e T raining fo r the C ity‘s S tandard G IS P latfo rm 10. Complete all outstanding Oracle Reports from Phase I & II 11. Provide additional support as well as new train in g for th e C ity’s w ork force in the use of the new, updated and expanded Oracle technology. 12. Automate all the City system interfaces to Oracle systems in order to eliminate manual human intervention

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Information Technology Strategic Business Plan  There are at least 51 non-Oracle Application system interfaces that were identified during an evaluation and analysis of City of Memphis Applications.  The goal is to o Determine if cost-effective competitive replacement applications exist from Oracle products licensed to the City, and o Identify issues and effort related to automating interfaces & linkage to the non-Oracle Systems.

Measurement is a critical component to ensure continuous improvement and management oversight of Oracle Phase III. In order to help ensure the success of this critical project IS will develop and publish periodic Balanced Scorecard Dashboard Reports or other such similar on Oracle Phase III performance. To be successful, IS, Executive and Divisional management must be actively engaged in reviewing and managing the efforts.

NOTE: IS believes that successful implementation of the IT Strategic Business Plan may offer an opportunity to the City of Memphis market a service to other municipalities. Based on the work to-date, the City of Memphis appears to be ahead of other municipalities in the effective implementation of Oracle Technologies.

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Information Technology Strategic Business Plan Table of Contents Executive Summary ....................................................................................................................3 Background .............................................................................................................................3 Fiscal Recovery Plan ...............................................................................................................3 Building the ITSBP .................................................................................................................5 Assessing & Analyzing the State of Technology across City Divisions ................................5 The Central Role of Oracle Technologies in the City of Memphis .......................................5 Standardizing Technologies: A City of Memphis SOP .........................................................6 A C S ‘ R o les & R espo nsibilities in the C ity o f M em phis .......................................................6 Establishing City of Memphis Technology Policies .............................................................7 E ngag ing the C ity‘s T echno lo g y T ask F o rce in T echno lo g y D ecisio ns ................................8 Critical Next Steps & Technology Initiatives ...........................................................................8 IT Strategic Business Plan Section Overview ............................................................................ 18 Office of Information Services (IS) ........................................................................................... 26 CIO Message......................................................................................................................... 26 Mission Statement ............................................................................................................. 26 Vision Statement ............................................................................................................... 26 CIO IS Organization .......................................................................................................... 27 Fiscal Recovery Plan ............................................................................................................. 28 Strategic Technology Policies ............................................................................................... 29 All City IT Initiatives Must Be Coordinated with IS .......................................................... 29 All City Operational Technology Management Functions Must Be Coordinated with IS ... 30 IS Provides Management for All City Technology Support................................................ 31 O racle is the C ity‘s E nterprise-Wide Integrated Application Software ............................... 31 Oversight through the Information Technology Task Force ................................................... 34 Strategy Framework .................................................................................................................. 37 Business Drivers ................................................................................................................... 37 IT Strategic Goals ................................................................................................................. 38 Key IT Initiatives .................................................................................................................. 39 Project Initiative Summary 2005-2006 .................................................................................. 42 IT Initiative Development Process ......................................................................................... 52 Oracle Application Strategy ...................................................................................................... 55 Overall Application Architecture ........................................................................................... 55 Oracle Module & Chart Summary Descriptions ................................................................. 57 Oracle Phase I and II Implementation Assessment ................................................................. 79 Phase I – Oracle Financial Modules Assessment ................................................................ 79 Phase I Financial Summary - SWOT ................................................................................. 88 Phase II – Oracle HR Modules Assessment ....................................................................... 89 Phase II HR Summary - SWOT ......................................................................................... 93 Findings with Other Oracle Modules: ................................................................................ 94 Balanced Scorecard, CRM, DBI & More Summary - SWOT ............................................. 97 Lessons Learned – Oracle Phase I & II Implementation ..................................................... 98 CMEM IT Strategy - Ver 1 1.doc Page 13 of 203 12/6/2006

Information Technology Strategic Business Plan Oracle Phase III Implementation ......................................................................................... 100 Overview and Focus ........................................................................................................ 100 Measurement Baseline ..................................................................................................... 100 State of Technology – by Division ................................................................................... 101 Oracle Phase III – Project Descriptions ............................................................................ 102 Phase III Benefits ............................................................................................................ 121 Risks if not Adopted ........................................................................................................ 121 Oracle Training Program ......................................................................................................... 122 Oracle Training Sessions Conducted ................................................................................... 122 Oracle Supplied Training..................................................................................................... 123 Internally Developed Oracle Training .................................................................................. 124 Oracle Supplied Training Course Content ........................................................................ 125 City of Memphis Developed Oracle Training Content ..................................................... 131 Oracle Phase I and Phase II Training Assessment ................................................................ 134 Functional Course Conduct ............................................................................................. 134 Training Course Structure & Content............................................................................... 135 T raining C o urse C urricu lu m & D efined ―P athw ays‖ ........................................................ 136 Reports Training .............................................................................................................. 136 Training Documents and Procedures ............................................................................... 136 Training Follow-up & Mentoring .................................................................................... 137 Best Practices .................................................................................................................. 137 Oracle Phase I & Phase II Training Summary - SWOT .................................................... 138 Lessons Learned – Oracle Phase I & II Training .............................................................. 139 Oracle Implementation Support ........................................................................................... 139 Role of the Super User..................................................................................................... 139 Oracle Phase III Training Plans ........................................................................................... 139 Oracle Reports Program .......................................................................................................... 142 Report Summary ................................................................................................................. 142 Oracle Reports Analysis ...................................................................................................... 143 Report Backlog from Phase I & II ................................................................................... 143 Oracle Report Development & Completion Process ......................................................... 144 Report Priorities .............................................................................................................. 144 Report Tools .................................................................................................................... 144 Lessons Learned – Oracle Phase I & II Reports ................................................................... 144 Technical & Support Strategies ............................................................................................... 146 Disaster Recovery & Business Continuity ........................................................................... 147 Plan Introduction & Overview ......................................................................................... 147 Plan Objectives................................................................................................................ 147 Recovery Organization .................................................................................................... 148 Recovery Flow ................................................................................................................ 149 Response & Recovery Teams & Responsibilities ............................................................. 150 Technology Risk Management ............................................................................................ 152 Current City Environment ............................................................................................... 152 Primary Risks .................................................................................................................. 154 CMEM IT Strategy - 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Information Technology Strategic Business Plan External threats................................................................................................................ 154 Internal Risks .................................................................................................................. 154 Risk Assessment Methodology ........................................................................................ 157 Communications Strategic Plan ........................................................................................... 159 Overview ......................................................................................................................... 159 Current Environment ....................................................................................................... 159 New Directions in Technology ........................................................................................ 160 The Citywide Information Network ................................................................................. 161 Geographical Information System (GIS).............................................................................. 163 Enterprise Level GIS (EGIS) ........................................................................................... 163 GIS Implementation ........................................................................................................ 164 Website Operations & Services ........................................................................................... 166 Introduction ..................................................................................................................... 166 Background ..................................................................................................................... 166 Current Website Initiatives .............................................................................................. 167 Centralized and Standardized Hardware & Software ........................................................... 169 Purpose ........................................................................................................................... 169 Background ..................................................................................................................... 169 Approach......................................................................................................................... 169 Standardization................................................................................................................ 170 Future Direction .............................................................................................................. 171 Centralized Standard Operating Procedures (SOPs) ............................................................. 172 Wiki - Standard Operating Procedures Repository ........................................................... 172 Wiki – Contents Policy .................................................................................................... 172 End User Services SOPs .................................................................................................. 173 Data Warehousing Solution ................................................................................................. 174 Background ..................................................................................................................... 174 Alternative Approaches ................................................................................................... 174 Virtualization .................................................................................................................. 174 A Cost-Effective Solution ................................................................................................ 174 Implementation Plans ...................................................................................................... 175 Security & Privacy Policies ................................................................................................. 176 Security Process Policies ................................................................................................. 176 Remote Access Policy ..................................................................................................... 180 Physical Security Policy .................................................................................................. 180 Master Password Policy ................................................................................................... 182 Incident Response Policy ................................................................................................. 182 Firewalls Policy ............................................................................................................... 183 Capital Improvement Program (CIP) Projects ...................................................................... 185 Oracle Phase III ............................................................................................................... 185 Treasury Replacement System ......................................................................................... 185 Communications Network Expansion .............................................................................. 186 Replace Obsolete Equipment ........................................................................................... 186 IT Support Organization .......................................................................................................... 187 CMEM IT Strategy - 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Information Technology Strategic Business Plan ACS IT Organization ....................................................................................................... 188 Roles & Responsibilities ..................................................................................................... 189 Affiliated Computer Services (ACS) ............................................................................... 189 The Help Desk – Getting Answers to Questions .............................................................. 193 User Escalation Process ................................................................................................... 195 IT Investment Profile .............................................................................................................. 197 Oracle Costs To-date ........................................................................................................... 197 ROI Summary ..................................................................................................................... 197 Oracle – City of Memphis Proposal ................................................................................. 198 New York City Housing Authority (NYCHA) ................................................................. 198 US Department of Transportation (USDOT) .................................................................... 199 Challenges and Risks .............................................................................................................. 200 Risk Matrix ......................................................................................................................... 200 Appendix – Under Separate Cover .......................................................................................... 202 A. Detail Oracle Module Descriptions ................................................................................. 202 B. Detail Oracle Course Descriptions .................................................................................. 202 C. Communications Strategic Plan – White Paper ............................................................... 202 D. Geographical Information System – White Paper ............................................................ 202 E. Website Operations & Services – White Paper ................................................................ 202 F. Security & Privacy Policies ............................................................................................. 202 G. Centralized and Standardized Hardware & Software – White Paper ................................ 202 H. NYCHA Streamlines Budgeting and Procurement – White Paper ................................... 202 I. USDOT Consolidated Financial System – White Paper .................................................... 202 J. Oracle Super User Support List ........................................................................................ 202 K. Oracle Support Job Descriptions ..................................................................................... 203 L. Oracle Module Support Matrix ........................................................................................ 203 M. Disaster Recovery & Business Continuity Plan – Under Separate Cover ........................ 203 Table of Figures Figure 1: CIO IS Organization .................................................................................................. 27 Figure 2: Fiscal Recovery Plan .................................................................................................. 28 Figure 3: IT Management Process ............................................................................................. 30 Figure 4: Technology Platform Standards .................................................................................. 32 Figure 5: Oracle System Flow Management .............................................................................. 33 Figure 6: Technology Task Force Committee Template ............................................................ 36 Figure 7: Strategy Framework ................................................................................................... 37 Figure 8: Strategic Goal Foundation .......................................................................................... 38 Figure 9: Strategic Goal Definition ............................................................................................ 39 Figure 10: Key Initiative Focus Areas ....................................................................................... 40 Figure 11: FY2006 Initiatives by Goal Areas ............................................................................ 40 Figure 12: IS Project List .......................................................................................................... 41 Figure 13: TCO Template ......................................................................................................... 53 CMEM IT Strategy - Ver 1 1.doc Page 16 of 203 12/6/2006

Information Technology Strategic Business Plan Figure 14: Oracle Application Architecture – for City of Memphis ........................................... 56 Figure 15: Current Oracle Interface Environment ...................................................................... 80 Figure 16: Proposed Oracle Interface Environment ................................................................... 81 Figure 17: Enterprise Asset Management Functional Involvement .......................................... 103 Figure 18: Enterprise Asset Management Integration Points .................................................... 104 Figure 19: Non-Oracle System Interfaces (3 charts) ................................................................ 118 Figure 20: Oracle Impact City-wide (2 charts) ......................................................................... 120 Figure 21: Oracle Training Summary ...................................................................................... 123 Figure 22: Internal Oracle Training Summary ......................................................................... 124 Figure 23: Oracle Phase III Training Summary ....................................................................... 141 Figure 24: Phase I Reports Summary Chart ............................................................................. 142 Figure 25: Phase II Reports Summary Chart ............................................................................ 142 Figure 26: BCP Recovery Team Organization ......................................................................... 148 Figure 27:BCP Recovery Process Flow ................................................................................... 149 Figure 28: Human Threats: Threat-Source, Motivation, and Threat Actions ............................ 153 Figure 29: Risk Assessment Methodology Flowchart .............................................................. 158 Figure 30: Current Communications Diagram ......................................................................... 160 Figure 31: Future Communications Diagram ........................................................................... 161 Figure 32: Key Enterprise GIS Concepts ................................................................................. 164 Figure 33: MemphisTN.Gov ................................................................................................... 166 Figure 34: Consolidation Program Strategy ............................................................................. 170 Figure 35: ACS Organization .................................................................................................. 188 Figure 36: Help Desk Tree ...................................................................................................... 194 Figure 37: Help Desk Escalation ............................................................................................. 196 Figure 38: Oracle Cost Summary ............................................................................................ 197

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Information Technology Strategic Business Plan

IT Strategic Business Plan Section Overview
The following is a brief summary of what you will find in each section of the ITSBP:

Read this section... Office of Information Services (IS)

If you want to know about...
This section identifies the IS organization that is accountable for managing and supporting technology for the City of Memphis. This section describes IS in terms of its:  Mission & Vision  Organization  Strategic Technology Policies. This section lays out the direction, goals and priorities for IS in the City of Memphis. The Strategy Framework is comprised of five key elements that organize and shape the strategy.  Business Drivers – These are the environmental factors and forces that act on City and the IS organization and cause a set of actions in response  IT Strategic Goals – These are the outcomes that are desired or required within the timeframe of the Strategic Business Plan  Key IT Initiatives - Based on the needs gathered from the Divisions to provide services to the citizens of the City of Memphis, each of the project initiatives is analyzed consistent with the Business Drivers, Strategic Goals as well as a seven focused Attributes. This methodology provides a basis for management priority setting and action.  Project Initiative Summary for 2005-2006 – A brief summary description for each of the 52 IT projects that have been completed, are underway or proposed. Each project initiative is described through an ID Number, Project Name and the Division.  IT Initiative Development Process – This section serves to define the process for initiating, managing, tracking and completing technology projects for the City. T he C ity‘s IS Change Management Specialists serve as agents/representatives of the CIO for project operation/process decisions (not budgetary or fiscal project decisions) The Oracle Application Strategy section is comprised of key elements that organize and shape the Strategy.

The Strategy Framework

Oracle Application Strategy
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Information Technology Strategic Business Plan

Read this section...

If you want to know about...
 Overall Application Architecture – One page summary Chart depicts the integration of all 34 current and planned Oracle modules and functions for the City of Memphis  A summary description for each of the 30 Oracle modules that is numbered and named consistent with the Chart for easy reference.

Oracle Phase I & II Assessment

Another component of the Oracle Application Strategy, this assessment provides a detailed review of the effectiveness of the Oracle module implementations to-date:  Phase I - Oracle Financials – implemented July 2004  Phase II - Oracle Human Resources/Payroll – implemented March 2005  Seven additional modules and concerns including CRM, Balanced Scorecard, Enterprise Asset Management, etc. The 3 assessments:  Examined the current system focusing on reporting (where appropriate) methodologies used to produce reports, queries, and interfaces.  Reviewed requirements and business practices developed during the implementation  Ascertained the effectiveness of specifications used to develop information management tools currently being used in Oracle  Developed a SWOT Analysis Summary  Are based on interviews and feedback from the associated City Staff, ACS technical staff and end Users.  Documented a series of Recommendations and Lessons Learned from the assessments Another component of the Oracle Application Strategy, the Oracle Phase III project provides additional needed functionality and addresses the issues and inefficiencies determined from the earlier assessments as well as:  Additional functionality to support Asset Management  A dd itio nal training to suppo rt the C ity‘s users  S upport fo r the C ity‘s T echno lo g y C o nversio n P lan thro ugh. o Measurement Baseline o State of Technology – by Division NOTE: Each component is described in greater depth in the

Oracle Phase III Implementation

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following Critical Next Steps & Technology Initiatives section as well as in detail in the ITSBP.

Oracle Training Program

The Oracle Training Program section is comprised of four key elements:  Training Summary – the sessions completed to date conducted both by Oracle and by City of Memphis personnel  Training Module Overview– description of each training module o Offered by Oracle University o Developed by the City of Memphis  Training Assessment - an assessment of the work to-date, coupled with the new requirements and learned criteria for success  Oracle Phase III Training Plan - the following factors are key elements and include: o Training priorities o Who Needs to go to Training o Training Pre-requisites & skills o Which Executive(s) are sponsoring

Oracle Reports Program The Oracle Reports section focuses on three broad areas:

 Report Summary – charts the statistics related to Oracle report production o Identifies how the original number of 137 reports requested during implementations of Oracle Phase I and II has grown to over 227 custom reports through April 30, 2006. o Documents the 94 reports still in development o Highlights the estimated over 100 ad hoc reports have been produced to-date.  Report Analysis – reviews the report backlog, priorities, development process and tools used o The backlog of reports to be produced includes 85 HRMS and Financials reports from Phases I and II o Report requests related to Public Sector Budgeting and other modules o Reports that have been resubmitted due to changed requirements or feature enhancements.  Lessons Learned – identifies new best practices based on reporting assessments Page 20 of 203 12/6/2006

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Need for Overall Analysis of Reports To-Date Need for a secure, version-controlled Repository Available Reports List Report justification Enforce Standards Consistent Report Specifications.

Technical & Support Strategies
These Strategies include:  Disaster Recovery & Business Continuity  Technology Risk Management  Communications Strategic Plan  Geographical Information System (GIS)  Website Operations & Services  Centralized and Standardized Hardware & Software  Centralized Standard Operating Procedures (SOPs  Data Warehousing Solution  Security & Privacy Management  CIP Projects.

This section defines and describes 11 key technical and support strategies that must be expanded (as appropriate) and integrated with the Oracle Application Strategy in order to achieve the goals of the ITSBP. Disaster Recovery & Business Continuity The Recovery Plan is a document that defines recovery responsibilities and resources necessary to respond to a disruption to business operations. There are two types of recovery plans, the Incident Management and Technology Recovery Plans. Technology Risk Management Risk is a function of the likelihood of a given threat-sou rce’s exercising a particular potential vulnerability, and the resulting impact of that adverse event. Risk management encompasses three processes:  Risk assessment,  Risk mitigation, and  Evaluation and assessment. Communications Strategic Plan M em p his is a city o n the m o ve… bo th fro m its co ncentratio n in the transportation and logistics industry and its efforts to move forward as a leading trade center in the country. Memphis is also attracting a number of e-commerce firms who are bringing significant capital investment and thousands of new jobs.

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This environment has and will place extraordinary burdens on the C ity‘s o peratio ns to ensure that these new eco no m ic p layers continue to see Memphis as the select site for their business. Geographical Information System (GIS) GIS technology provides capabilities for visualizing and understanding what is going on in one or many locations by allowing the user to model resources, relationships, processes, dependencies, patterns, threats, and risks. These capabilities provide the ability to observe what is going on, measure an event or impact, analyze disparate data, develop plans, and ultimately decide on a course of action. The ability of GIS to integrate spatial and non-spatial data, as well as support analysis and process modeling, enables it to become a platform for the integration of the business processes of multiple departments, activities, and disciplines within the municipal government. Website Operations & Services The City of Memphis website is a worldwide portal that must be kept effective and efficient from usability perspective as well as innovative, attractive, and fresh from an aesthetic perspective. The City of Memphis website, located at http://www.memphistn.gov, exists to offer City-specific information and services to citizens and visitors anytime, anywhere, and on any device, accessible effectively and efficiently. Centralized and Standardized Hardware & Software The purpose of this document is to provide a description of the C ity o f M em p his‘ appro ach to standard izing and co nso lidating system platforms to achieve economies of scale, continuity of operations, and improve customer support throughout the enterprise. Information Services conducted extensive research on various technologies and available products through competitive bid

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processes, as well as by performing exhaustive research through third-party consultancies and literature. Centralized Standard Operating Procedures (SOPs To provides a central and more structured location for departmental policies and procedures, the City uses an internal tool called Wiki. The Wiki is a collaborative website similar to a web log in structure and logic. It allows anyone using a web browser to edit, delete, and modify content placed on the website. It supports hyperlinks and has simple text syntax for creating new pages and cross links between internal pages. Data Warehousing Solution A ―data w areho use‖ is w idely k no w n as a copy of transaction data for the purpose of querying and reporting. Implementing a data warehouse is also common approach to preserving and archiving older data. Data warehousing efforts are used in cases where existing reports or queries are inadequate, or new data is to be combined with older transaction data. Often data warehouses can become very large, and can require extensive management to maintain uptime and performance. Security & Privacy Management There are six (6) key policy areas in place relative to Security and Privacy:  Security Processes  Remote Access  Physical Security  Master Password  Incident Response  Firewalls In each description, elements of sensitive information have been removed.

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Consistent with Information Service‘s M issio n o f D isco vering, Connecting, Supporting and Driving technology for a better City of Memphis, we are proposing four (4) CIP projects for FY 2007. These projects are: 1. 2. 3. 4. Oracle Phase III Treasury System Replacement Communications Network Expansion Replacing Obsolete Equipment

IS Support Organization The IS Support Organization section describes the support
approach to establish and maintain success. The section consists of:  ACS Roles & Responsibilities  Help Desk Escalation Process & Procedures  Roles & Responsibilities to support the Oracle IT Strategy.

IT Investment Profile

This section addresses the Return on Investment (ROI) associated with the Oracle ERP program. The Oracle modules provide functionality that: automates existing tasks, provides capabilities that did not exist and facilitates process improvements. Together these capabilities can lead to increased delivery with fewer people. Relative to ROI, this section provides:  A summary of Oracle costs to date  Case studies of successful programs and their savings. A critical component of determining and harvesting ROI is a Measurement Program with active executive management involvement that capitalizes on a set of integrated tools.

Challenges & Risks

Oracle Phase III extends over approximately 18 months. The longterm success of the Oracle project is dependent upon managing a number of key challenges and risks. A number of additional key technical & support strategies must be successfully completed. This section addresses the six (6) broad based challenges that include: Page 24 of 203 12/6/2006

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 T he C ity‘s cap acity fo r abso rbing fu nctio nal/o rganizatio nal change (staff transition)  Commitment of critical resources to the long-term success  Consistent involvement of key user management & staff  Managing the diverse scarce resources needed for program success  Maintain high levels of effectiveness & efficiency across a broad-based program  Ensure optimal results from competing interests that the program will encounter.

Appendix
NOTE: Volumes #2 and 3 Are Under Separate Cover. In order to obtain a copy, where possible, or for more information, Contact the Office of Information Services.

A. Detail Oracle Module Descriptions B. Detail Oracle Course Descriptions C. Communications Strategic Plan D. Geographical Information System E. Website Operations & Services F. Security & Privacy Policies G. Centralized and Standardized Hardware & Software H. NYCHA Streamlines Budgeting and Procurement I. USDOT Consolidated Financial System J. Oracle Super User Support List K. Oracle Support Job Descriptions L. Oracle Module Support Matrix M. Disaster Recovery & Business Continuity Plan The list of Appendices includes Documents maintained by other areas as well as White Papers and comprehensive sets of materials.

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Office of Information Services (IS)
CIO Message
In 2004 w e began to develo p strateg ies and p lans to im pro ve o ur suppo rt o f the C ity‘s business units and put in place systems that would further enable the City of Memphis to fulfill its mission. This document outlines the strategies and updated plans, provides a consolidated view of their timelines, and presents related strategy and design documents for several key initiatives. This document can be used by anyone at the City of Memphis to gain an improved understanding of what IS is do ing and w hy. W hile it do esn‘t describe every aspect o f o ur w o rk, it do es pro vide a roadmap and guide to the major programs and initiatives that are underway and planned. This document is intended to evolve through yearly updates in order to remain current. Continuous improvement is critical to fulfilling our Information Technology Strategy. Ongoing Measurement information and Active Management that uses the information are critical to the success of Continuous Improvement. Please feel free to contact me with any comments or questions you may have.

Darryl Anderson Chief Information Officer City of Memphis

Mission Statement
Discovering, Connecting, Supporting & Driving technology for a better City of Memphis

Vision Statement
Partnering with all City of Memphis Divisions to make wise technology decisions that will contribute to an aggressive long-range strategy of making the City of Memphis one of the most technologically friendly, connected and affluent local governments in the mid-south.

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CIO IS Organization

Figure 1: CIO IS Organization

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Fiscal Recovery Plan
As noted in the Fiscal Recovery Plan (see below), completion of this plan and its key initiatives are critical steps in overall success.

Figure 2: Fiscal Recovery Plan

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Strategic Technology Policies
As a municipal organization, technology increasingly plays an integral part in the way each Division functions and should provide a means to work more efficiently. The success of the Fiscal Recovery Plan is also dependent upon the adherence to several Technology Policies. The core technology policies are identified and described below.

All City IT Initiatives Must Be Coordinated with IS
It will be the policy of the City of Mem ph is th at all of th e C ity D ivision s’ projects, program s, purchases or initiatives that have technology components, coordinate such activities with the CIO and/or Information Services. Generally, as a primary business strategy, all Divisions must interface with Information Services for any technology initiative (see below). It is essential that your projects and activities that have technology, computing or networking components be coordinated through I.S. during planning and before implementation. This helps to ensure that any employed telecommunications, hardware, software and data m anagem ent issues o r co m po nents m eet, are co nsistent w ith o r exceed the C ity‘s established technology standards. This includes services and functions of the Divisions that incorporates computers, servers, data and/or telephony-base telecommunications and any stand-alone, proprietary or server/network applications, etc.

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Police

Fire

Public Works

General Services

Public Services & Neighborhoods

Engineering

Planning & Development

Legal

Executive

Health

Finance & Administration

Human Resources

MATA

City Council

Judicial

Parks

City Court Clerk

Software Purchase/Installation

Mayor

CFO

CIO INFORMATION SERVICES --------------------------------------ACS

Cenralized / Coordinated / Standardized I.T. Support, Maintenance, Management

Figure 3: IT Management Process

All City Operational Technology Management Functions Must Be Coordinated with IS
It is the policy of the City of Memphis that all operational technology management functions th at are perform ed w ith in each D ivision w ill be coordin ated w ith th e C ity’s C h ief In form ation Officer and/or Information Services. Day-to-day o peratio nal respo nsib ilities w ithin each o f the C ity‘s vario us D ivisio ns can be characterized as either ―S taff‖ fu nctio ns o r ―L ine‖ fu nctio ns. ―L ine‖ D ivisio ns include tho se Divisions whose responsibilities are primarily performed by interacting with citizens or the public. Examples include Fire, Police, Public Services and Neighborhoods, etc. ―S taff‖ D ivisio ns suppo rt the ―L ine‖ D iv isio ns to help ensure that ―L ine‖ tasks can be perfo rm ed. Examples include Human Resources, Finance and Information Services.

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I.T. Staffing Support Functions

Data Management Solutions

Telecommunications/Telephone Management Support

I.T. Hardware Purchases / Installation

I.T. Projects

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Information Technology Strategic Business Plan A s a part o f the C ity‘s effo rt to increase efficiency acro ss all o f the D ivisio ns, w e w ill identify an consolidate staff functions out of the line Divisions and coordinate or otherwise assign staff functions into the appropriate staff Division. We will begin by identifying information technology (staff) functions within the Line Divisions and then developing a strategy for transitioning these responsibilities into Information Services.

IS Provides Management for All City Technology Support
Information Services provides management for technology support, maintenance, projects, data and voice networks for all of the Divisions of the City of Memphis. The City is provided contracted support for all technology projects, systems, applications, hardware, data and voice communications networks through Affiliated Computer Services (ACS). In 2001, the City outsourced its IT Department and left the City Employee administrative staff in place. Under this arrangement, all technology endeavors are managed through the Information Services section via a collaborative management arrangement with ACS. Under this arrangement, ACS is contractually obligated to provide such support services to the City.

O racle is th e C ity’s Enterprise-Wide Integrated Application Software
The City selected Oracle to use as the enterprise-wide software for the management of its Human Resources, Finance, Payroll, Benefits and Customer Relationship Management endeavors. O racle is o ne o f m any ―p latfo rm s‖ the C ity uses fo r the management of its data (see below). Other platforms are employed based on organizational needs and best practices across the City government.

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Mayor

CFO

ACS Provides contracted/ outsourced I.T. Management, Maintenance and Support Services for all City Technologies

CIO INFORMATION SERVICES --------------------------------------ACS

Microsoft Oracle
H.R. / Finance Payroll / CRM Office/Desktop Exchange/Email Networking, Diagramming Project Management, Collaboration Application Development

Novell
Networking, Printer Management, File Sharing, Directory Services

Extreme Networks
-LAN/WAN Hardware -Data Comm

Dell / EML
Desktops Notebooks/Laptops Mass Data Storage

Nortel
Voice Communication Voicemail

Symantec
Security Antivirus

LanDesk
Desktop Management Desktop Monitoring

Spectrum
Enterprise Network Management

NetIQ
Service Management Monitoring

Figure 4: Technology Platform Standards

Oracle is a web-based network application that is accessed through a secure portal provided by the City. All City Divisions access the applications through a connection provided at the Memphis City Hall Data Center that then connects to the off-site application. Management of the application (in both test and production environments) is done cooperatively between City/ACS staff and the off-site Oracle data center.

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Remote City Locations

Remote City Locations

Remote City Locations

Cit yNe Own two ed rk

City Hall Data Center

VPN

Oracle Application Maintenance and User Support (Includes Oracle Print Mgmt. Services, Report Generation and Software Testing)

T1

Se cu C o re N nn etw ec tio ork n

City of Memphis Oracle Applications Hosted Here

Oracle "On-Demand" Data Center Austin, TX

Figure 5: Oracle System Flow Management

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Oversight through the Information Technology Task Force
R ecently, w ith the appo intm ent o f the C ity‘s first C hief F inancial O fficer, the M ayo r authorized the establishment of certain functional committees to study and provide recommendations to specific areas of service (both internal and public) within and am o ng the C ity‘s D iv isio ns. A s it relates to technology, there has been established an Technology Task Force that includes representatives fro m each o f the C ity‘s D ivisio ns that w ill m eet regularly to discu ss and o ffer consensus recommendations on technology planning, procurement and policies as it relates to technological initiatives across each of the Divisions. The Technology Task Force provides an opportunity for enterprise-level information sharing and strategic visioning for the application and implementation of technologies. This plan discusses the need fo r pro active inclusio n and co nsu ltatio n w ith this co m m ittee fo r each o f the D ivisio n‘s day-to-day operations (as applicable to technology) and identification of collaborative opportunities. Finally, this committee serves to validate the implementation of new technology initiatives against established technology standards. INFORMATION TASK FORCE COMPOSITION, RESPONSIBILITIES AND MISSION The IT Task Force is one of several new operating committees recently established to review and make recommendations on how the City manages its technology decisions, procurement, strategies, vision and resources. The committee is co-chaired by the C ity‘s Chief Information Officer and Chief Financial Officer (ex-officio) and consists of representatio n fro m each o f the C ity‘s D iv isio ns (D irecto r o r desig nee). T he co m m ittee meets to review and consider existing or pending technology endeavors, identify opportunities for collaboration and will ultimately recommend technology policies and approve/recommend major technology investments for the City. The committee will use the following standard template for addressing technology matters, however will also use tools and group discretion for providing direction on all City technology initiatives. TEMPLATE FOR COMMITTEES The following numbered categories are those to be utilized by all committees currently reviewing the financial status and operations of City of Memphis government. Use of these broad numbered categories will allow the Executive Committee and the Mayor to compare and contrast various recommendations eventually made by each committee.

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Information Technology Strategic Business Plan The lettered sub-sections under each of these paragraphs are examples of specific issues that make up the broader numbered category. While the numbered category must be addressed by each co m m ittee (even if the respo nse is ―no t applicable‖), the lettered sub -sections are merely examples and may be used by the individual committees in their discretion. In addition, individual committees may decide that additional sub-sections will be necessary. The categories to be addressed by the committees, and their sub-categories, are as follows: 1. Urgency / Health / Safety / Environment- A project that meets an urgent need or that has an impact on the health and/or safety of employees or citizens. A project that has environmental benefits. a. Immediacy – Is the need immediate, short term or long term? b. Demographics – How many citizens are impacted, where are the located, etc.? c. Enhanced or New Levels of Service – will the project or expenditure enhance current levels of service or create new services? Community Service Improvement and/or Impact- A project that provides a needed service a. Demographics – how many citizens are impacted, where are the located, etc.? b. Economic Development – w ill the pro ject o r expend iture increase the C ity‘s economic vitality? c. Enhanced or New Levels of Service – will the project or expenditure enhance current levels of service or create new services? d. Public/Private Partnership - Is it part of a compact with a business or community group? Capital Cost- Degree to which the project will have a positive or negative impact on the capital budget. a. Timeliness – is the expenditure required in the current fiscal year or can it be deferred and with what impact? b. Debt Service – positive or negative impact on current and future debt service? c. Renovation vs. New Construction – can the capital need be met by renovation rather than by new construction? d. Retention vs. Surplus – Should the asset be retained or is it more cosr effective to surplus the asset? e. Leveraged Funds - What opportunities exist for leveraging funds? f. Cash Flow - What will the cash flow be per quarter? g. Previous Commitment - To what extent, if any, is there a previous dollar commitment or investment? Operating Cost Impact- Degree to which the project will have a positive or negative impact on the operating budget. a. Timeliness – is the expenditure required in the current fiscal year or can it be deferred and with what impact? Leqal Obligation- Is this project necessary as a result of a judicial order, settlement agreement, ADA, etc.

2.

3.

4.

5.

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Information Technology Strategic Business Plan a. b. c. d. e. 6. a. b. Judgment or Consent Decree - Is there a Judgment or Consent Decree requiring action or inaction by the City? Statutory/Regulatory Requirement - Is there a statutory or regulatory scheme requiring action or inaction by the City? Risk Management - A re there su bstantial issues o f liability du e to the C ity‘s action or inaction? Contractual Liability - To what extent, if any, is there a previous dollar commitment or investment? Grant Funds - or will grant funds have to be reimbursed to the Federal or State government if this project does not proceed Strategic Plan- Is this project consistent with an existing strategic plan. Best Practices – D o es this pro po sal m eet w ith ―best practices‖, i.e. those adopted by similar municipalities. Qualitative an/or Quantitative Measurements – Is the expenditure, program, etc subject to quantitative or qualitative measurement and are the appropriate key performance indicators or benchmarks in place? Third Party Plan – was it developed by a third party? Council Approval – was it previously approved by City Council?

c. d.

Figure 6: Technology Task Force Committee Template

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Strategy Framework
The IT Strategy lays out the direction, goals and priorities for IT in the City of Memphis. The Strategy Framework is comprised of three key elements that organize and shape the strategy. 1. Business Drivers 2. IT Strategic Goals 3. Key IT Initiatives

Strategy Framework
The strategy framework is comprised of three key elements that organized and shaped the analysis for developing the strategy

IT Strategic Goals

Business Drivers

Key IT Initiatives

Business Drivers – Environmental factors and forces that act on City and the IS organization and cause a set of actions in response IT Strategic Goals – Outcomes that are desired or required within the timeframe of the Strategic Business Plan Key IT Initiatives – Based on the needs gathered from the Divisions to provide services to the citizens of the City of Memphis, the Strategies and tactics that will be employed to achieve the strategic goals.
Figure 7: Strategy Framework

Business Drivers
These are Environmental factors and forces that act on IS and may cause a set of actions in response. These include:  Limited or Decreased Funding,  Oracle Delivery Issues,  Changing Priorities  Unforeseen Emergencies or Disasters  Etc. CMEM IT Strategy - Ver 1 1.doc Page 37 of 203 12/6/2006

Information Technology Strategic Business Plan

IT Strategic Goals
These Outcomes are desired or required by IS and the City within the timeframe of the IT Strategic Business Plan. These include:  Seamless Integration of the Entire Planned Suite of Oracle Applications  Integration of data from all non-Oracle applications with Oracle data  No Manual Interfaces,  Comprehensive Training & Support,  Completion of major strategies/plans within the IT Strategic Business Plan o Disaster Recovery & Business Continuity o Technology Risk Management o Telecommunications o Geographical Information System o Centralized and standardized Hardware, Software & Procedures o Asset & Facilities Management o CIP Projects.

IT Strategic Goals
The IT strategies build upon a foundation of execution capabilities to improve the computing infrastructure and application functionality delivered to the Divisions, and ultimately provides better information for decision making. The IT Strategic Goals are formulated on the concepts of: • Collaboration between IS &
the Divisions on all technology endeavors • Centralization of Technology Management & Support

Information Availability

Improved Business Applications

Advanced Computing Infrastructure

Enhanced Execution Capabilities

Figure 8: Strategic Goal Foundation

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IT Strategic Goals
Enhanced Execution Capabilities
1

Improve the efficiency and effectiveness of IT services. Perform the full spectrum of core IT services from understanding and documenting business requirements to architecting the right solutions, to deploying applications, to operating and user support, while reducing overall cost and increasing overall output. Advanced Computing Infrastructure Modernize and standardize the computing platform with robust components that are appropriate for our size and budget, and support our business operations effectively. Improved Business Applications
3 2

Strengthen alignment with our business units and put in place applications that have more robust functionality, are better integrated to reduce the users perception of complexity, and are the best available systems for the money. Improve business value and reduce risk by utilizing COTS packages in place of custom developed software where appropriate.
4 Information Availability Develop capability to deliver meaningful, accurate, and timely information to decision makers in the business. Provide the business community with flexible tools and just-in-time training.
Figure 9: Strategic Goal Definition

Key IT Initiatives
These are the Projects and tactics that will be undertaken by IS to achieve the strategic goals as well as meet Divisional needs. New IT Initiatives are gathered from all Divisions through a structured planning process conducted annually. The resulting potential projects are reviewed consistent with the CIP budget approval process to determine those projects that will be funded. Although the D ivisio nal ―dem and‖ m ust be tem pered by the F iscal R eco very P lan, this pro cess highlights the analysis completed by IS. The 52 Project Initiatives support the Strategic Goals as follows:  9.6 % - Enhanced Execution Capabilities  53.8 % - Advanced Computing Infrastructure  28.8 % - Improved Business Applications  7.8 % - Information Availability Figures # 9, 10 and 11, beginning on the next page, summarize the analysis of the Project Initiatives currently planned or underway by IS in conjunction with CIP projects. (NOTE: The criteria used and the resulting analysis may vary). In addition, the Technical & Support Strategies section identifies the infrastructure projects that are planned and underway. CMEM IT Strategy - Ver 1 1.doc Page 39 of 203 12/6/2006

Information Technology Strategic Business Plan
Each of the 52 Initiatives have one or more Attributes
C

Pre-existing Initiatives
A F

Stabilization
D

Governance

Strategic Applications
B G

Best Practices
E

Business Responsive

Business Intelligence

Figure 10: Key Initiative Focus Areas

IT Strategic Goals are supported by 52 Key IT Initiatives
1

Enhanced Execution Capabilities

Advanced Computing Infrastructure
12 48 21 37 30 8 23 32 11 2 19 18 10 28 27 44 41 24 35 42 20 36 45 26 29

2

9 3 6

15

4

50

14 7 34 13 25 43 4 1 40

38 31

5 47 16 17 22 33 51 39 52 3

Information Availability
Figure 11: FY2006 Initiatives by Goal Areas

Improved Business Applications

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Information Technology Strategic Business Plan Current Project Initiative List
Strategic Goal Supported (1-4) Stabilization(A) Governance (F)
X X X X X X X X X X X X X X

Pre-Existing Initiative ( C )

Best Practices (B)

Strategic (D) Applications

Project Name
5029 Work Order Management System 5058 Code Enforcement Satellite Offices Code Enforcement Satellite Offices 5050 Memphis City Beautiful System 5051 Library Integration 5052 Oracle Phase III 5047 HR Employee Badge System 5053 Mayor Budget Address 5046 Riverside Golf 5048 Fuel Management System 5049 City Hall Security Upgrade 5044 MPD EDU 5027 Oracle eBusiness Hosting 5013 MPD Multiple Database Search 5015 MFD Digital Broadcasting 5021 Whitehaven Golf Course 5025 City-Wide Imaging 5026 Treasury System 5002 EMA EOC Renovation 5003 MPD Hickory Hill Precinct 5004 XO Replacement - Phase II 5008 Network Expansion 5009 Enterprise GIS Platform 5011 MPD Canine Unit 5012 Secondary ISP 5017 MSARC FileMaker Replacement 5020 Botanic Garden Phone System 5022 City Beautiful Fiber 5016 CNEU Call Pilot 5018 Lewis Community Center Phone System 5006 MPD Mounted Patrol 5007 MPD TRACS Laptops 5010 MPD PDAs 2401 Citizen Relationship MGMT (CRM) 2897 Balance Scorecard 2769 Desktop Standardization 2780 Motorola Radio Upgrade 2874 Southeast Precinct 5005 LANDesk 5014 Pictometry 2316 Animal Shelter 2325 Fire Station # 58 2815 Parks Services Phone System Replacement (CNEU) 2845 HCD Housing Database Application HCD 2866 Glenview Community Center Parks 2871 Upgrade Network Infrastructure-Extreme Equipment 2879 Property Maintenance Phone System Replacement (CNEU) 04' 2896 Sharepoint Workflow Process 2910 Center for Neighborhoods 2911 Stiles Waste Facility Phone System 2928 MPD - Verizon VPN Project 2933 Auto Sales 2939 Oracle HRMS & Financial Upgrade

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52

3B 2B 1B 1F 3D 1F 4F 2C 1C 2B 2D 2G 4E 4B 1C 3E 3D 2B 2B 2A 2G 3D 2C 2D 3B 2A 2B 2B 2A 2C 3C 2C 3D 4D 2A 2A 2C 3A 3D 3B 2B 2A 3B 2B 2A 2B 3F 2F 2B 2A 3B 3D

X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X

X

X

X X X X

X X X

X

X X X X X X X

X X

X X

X

X X X X

X

X X X X

X X X

X X X

X X X X X X X X X X X X X X

X X X X X X X X X X X X X X X X X

X X X

X X

X

X X X

X

X X

X X

X

X

Figure 12: IS Project List

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Business (G) Responsive
X X X X X

Business (E) Intelligence

Initiative Number

Information Technology Strategic Business Plan

Project Initiative Summary 2005-2006
NOTE: This list includes projects already completed as well as projects that are underway, scheduled and proposed. For more information contact the Office of Information Services. FORMAT: PID PROJECT NAME DIVISION

5029 Work Order Management System GENERAL SERVICES This project is to replace the current work order management system that is written in FoxPro, an antiquated applications software development platform. The management system tracks all outstanding General Services work requests that are received daily from citizens in the community. 5058 Code Enforcement Satellite Offices 210101 - CODE ENFORCEMENT Housing and Community Development is opening two satellite locations for the Code Enforcement officers. The locations are at 1579 Hollywood and 4575 Raleigh LaGrange. Both locations need to purchase phone equipment, PC's, printers, and a small amount of cabling. A Nortel phone system will be purchased for the Raleigh LaGrange location, which will use voice over IP through the City's voice network because this location already has fiber installed. The existing NEC phone system at Raleigh LaGrange is being moved to the Hollywood location. There is no fiber planned to be delivered at the Hollywood location at this time. 5050 Memphis City Beautiful System GENERAL SERVICES This project is to provide Memphis City Beautify with a new Application that allows them to track complaints. Business Goals of the Proposed System is provide a database to record and process complaints an on-line interface for citizens to report violations using City of Memphis web site, interface with Tag Registration database to retrieve owner information and automate process to generate letters to the owners and also monthly reports 5051 Library Integration PUBLIC SERVICES This project provides funding to address integration of Library Systems with City of Memphis Systems. This project will address the following:  Integration of Library Finance System with Oracle Financials  Integration of Library HR/Payroll System with Oracle HR/Payroll  Standardization of Library hardware and software: Telecommunications, Networks, Desktops, Laptops, emails and other technologies  Consolidation of Helpdesk 5052 Oracle Phase III 130102 – FINANCE T his pro ject addresses the current and future requirem ents o f the C ity‘s O racle E nterprise Resource Planning System. The City of Memphis is currently using the Oracle Enterprise Resource Planning System to carry out its critical business functions. CMEM IT Strategy - Ver 1 1.doc Page 42 of 203 12/6/2006

Information Technology Strategic Business Plan 5047 HR Employee Badge System 180301 – EMPLOYMENT HR needs a new employee badge system because their old Polaroid/laminating system is starting to fail. HR has reviewed possible solutions with outside vendors as well as a system MPD uses. HR was pleased with the MPD system and appreciated the fact that it would be less expensive as only limited software development would be required. We will migrate the badge system to ACS from a support standpoint. After migrating the code to ACS, we will work with HR to get requirements for their new badge as well as purchase equipment (PC graphics card, printer, badges, cameras, and lights). 5053 Mayor Budget Address 100101 - MAYOR'S OFFICE The mayor would like a video recording of his 2006 Budget Address to post on the City's web site. ACS has managed this project for several other mayoral addresses and is already prepared to provide a video vendor and have the webmaster post the final product. 5046 Riverside Golf 151108 – Parks A s part o f the D ivisio n o f P arks‘ m issio n to im pro ve services to the co m m u nity, the R iverside Golf Course Clubhouse (also known as the Martin Luther King Jr. Golf Course) is being renovated. The planned renovations involve a redesign and new layout for the existing clubhouse. The clubhouse needs to be cabled for data and voice. New equipment will be ordered and existing equipment upgraded and replaced. 5024 Information Services Technology Center 270101 - IS The City of Memphis Information Services Technology Center (ISTC) will be located at 3545 Austin Peay Highway. The ISTC will be a state-of-the-art facility that will house Information Services Division staff, a network operations center (NOC), a data center, and the technology training center. The ITSC will be the primary location for all technical activity at the Center of Memphis, while the current NOC located at City Hall will house redundant equipment and functions for business continuity purposes. 5048 Fuel Management System GENERAL SERVICES This project is to upgrade Fuel Management System to have the capability to process new fuel types without limitations in the record keeping or data processing software. This system must have capability to incorporate dispensing bulk fluid items such as motor oil at the fuel island. 5049 City Hall Security Upgrade GENERAL SERVICES This project is to upgrade the current Northern Card Access Control System to B.A.S.I.S. This system upgrade would interface with the Data Center card access control system. This would allow the City of Memphis to have a state-of-the-art card access control/Security Management System and take advantage of the existing Server PC and Security Management Software at the Data Center. Also it would ensure that the PCs and software for the Security System would be maintained by IT personnel. 5044 MPD EDU 140205 - IS Page 43 of 203 12/6/2006

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Information Technology Strategic Business Plan MPD would like to open the Entertainment District Unit at 136 Linden. This is an MLGW property that MPD has acquired. In addition to providing police services to the entertainment district, EDU will be the home for the monitoring gear for the Memphis Video Observation Security System (MVOSS). The scope of this project is limited to providing fiber connectivity, internal cabling, Bell South services, and a voice and data network. Phones and PCs will be supplied by moving existing equipment or reallocating surplus equipment from other MPD projects. The MVOSS monitoring equipment will be deployed as a different project. 5027 Oracle eBusiness Hosting 270101 – IS The purpose of this project is to plan and execute the migration of the Oracle E-Business Suite enviro nm ent fro m the current O n D em and co nfigu ratio n ―@ O racle‖ in A ustin, T exas to the O racle ―@ C u sto m er‖ setup at the C ity o f M em p his. Once approved, this project will be the vehicle for procurement of hardware, operating systems, software licenses, management software, and other resources and logistics needed to accomplish and support this migration. Goals of this project include the reduction of long-term costs associated with hosting the Oracle eBusiness Suite environment, while improving performance, fault-tolerance, and recoverability in the event of a disaster. 5013 MPD Multiple Database Search 140205 - IS Many of the various criminal history records management systems in use are stand-alone applications that contain database specific information. Since criminals in the lat few years have become more generalist and highly mobile, they rarely fit neatly into specific ―bo xes.‖ T he sam e individual arrested for burglary in one jurisdiction may be the subject of a field interview in another. Without a laborious search of each database, the type of information would not be discovered. The Memphis Police Department (MPD) is interested in deploying a solution that integrates disparate databases to facilitate police investigations. 5015 MFD Digital Broadcasting 130401 - TRAINING The Memphis Fire Department would like to implement a solution that manages digital signage and broadcasting. The digital signage will be used for things such as signage displays at MFD facilities, alerts at the dispatch facility, and updates on fire related activities. The broadcasting feature will deliver training programs to fire personnel at the fire stations. The solution manages multiple zones of broadcast and signage. The solution delivers graphics, text, video, scrolls, crawls, 3D animations, clocks and logos multiple zones. Broadcast and signage transmissions can be schedu led. T he so lutio n w ill leverage the C ity‘s fiber netw ork fo r transm issio n and be scalable to multiple sites as more and more fire stations come on-line. The project will funded by the FF&E budget for Fire Station 56. Initially, the equipment will be installed at Fire Training, Fire Administration, and Fire Stations 4, 56, and 58. Fire Training will be the administration point for delivering content to the other locations. New locations will be added as funds permit. The project will include releasing an RFQ, selecting a vendor, and deploying the solution. 5021 Whitehaven Golf Course 151109 - Parks A s part o f the D ivisio n o f P arks‘ m issio n to im pro ve services to the co m m u nity, P arks is building a new golf course and clubhouse in the Whitehaven community. The clubhouse needs to CMEM IT Strategy - Ver 1 1.doc Page 44 of 203 12/6/2006

Information Technology Strategic Business Plan be cabled for data and voice, and fiber needs to be installed to provide internet and telephone connectivity. New equipment will be ordered for the clubhouse. The Clubhouse will be brought up to the C ity‘s latest V o ice-Over-Internet-Protocol (VOIP) standards for data and telephone. Whitehaven Golf Course will be connected to the City fiber network, supplying Clubhouse em p lo yees‘ direct access to the City network. 5025 City-Wide Imaging 110101 - ADMINISTRATION To provide a complete, integrated and comprehensive document management portfolio which will assist the City of Memphis in improving productivity, enhance responsiveness and meet the demands of regulatory compliance. This solution will provide the means and method to bring to the entire City of Memphis computing enterprise full-text indexing, optical character recognition, data extraction, and classification that can be used to identify, automate and audit all A pp licatio nX tender ―C o ntent‖. C o m bin ing best o f class products from EMC Documentum and K o fax, all im ag ed and im po rted electro nic do cum ents can be pro cessed and ―fu ll-text‖ ind exed to enable g lo bal do cu m ent searching based o n ―text string‖ values and lo g ical o perato rs. 5026 Treasury System 110101 - ADMINISTRATION This project will provides replacement for outdated Treasury Systems consist of following modules: Property Tax, Alarms, Permits and Cash management. The current Treasury System software is nine years old and the vendor had suspended support for this system six years ago. A lso there is a m ajo r co ncern that the T reasury S ystem ‘s database m anag em ent system is in decline in the industry and support level if there is any could be significantly reduced. These issues jeopardize the integrity of the system and the C ity‘s ability to pro vide accurate information to the citizens of Memphis. 5002 EMA EOC Renovation - 190301 - EMERGENCY OPERATIONS CENTER The Emergency Management Agency (EMA) moved its offices from City Hall to the bottom floor of the Fire Prevention Facility on Avery within the last five years. During the move, the facility was set up to meet the needs of EMA at the time. EMA has activated the Emergency Operations Center (EOC) twice during its stay on Avery: (1) the straight-line wind storm in July 2003 and (2) the Hurricane Katrina relief effort in September 2005. During those EOC activations, EMA experienced some limitations that were not addressed in the original move to Avery. 5003 MPD Hickory Hill Precinct 140205 - INFORMATION TECHNOLOGY Memphis Police Services is constructing the new Hickory Hill Police Precinct located at 3840 Ridgeway Road, Memphis, TN 38115. As a result of the construction, new cabling for voice and data and new equipment will be needed for the Hickory Hill Police Precinct. Police Services has requested the assistance of Information Services in having the cabling run and the equipment selected, ordered and installed. 5004 XO Replacement - Phase II 270101 - IS ADMINISTRATION The Memphis fiber backbone was converted from fiber provided by XO Communications under a franchise agreement to a new backbone purchased from Memphis Networx. Two critical CMEM IT Strategy - Ver 1 1.doc Page 45 of 203 12/6/2006

Information Technology Strategic Business Plan locations, the Criminal Justice Center at 201 Poplar Avenue and the Memphis Police Department Vehicle Impound Lot at 465 Klinke Road, w ere not includ ed in the initial p hase o f the city‘s Memphis Networx backbone construction. These locations were not included as they were being decommissioned through construction projects. These projects have not yet completed and a risk is apparent if these lo catio ns are no t m o ved o nto the city‘s M em p his N etw o rx backbo ne. 5008 Network Expansion 270101 - IS ADMINISTRATION The City of Memphis Fire Division has 53 fire stations, 28 of which are not connected to the City of Memphis network. In addition, there are 8 Parks Division facilities (primarily golf co urses) that are not co nnected to the C ity‘s netw ork. T hese tw o divisio ns, alo ng w ith the Information Services Division, have allocated funds to provide this connectivity by the end of the 2005 calendar year. Memphis Networx will build a 12-strand fiber run (6 strands into the facility and 6 strands out of the facility) at each of the locations. This will place these facilities o n the C ity‘s fiber ring, pro vid ing redundant co nnectivity to the C ity netw o rk. 5009 Enterprise GIS Platform 270101 - IS ADMINISTRATION The City of Memphis Information Services Division will use a federal Homeland Security Grant from the Metropolitan Medical Response System program. The grant was solicited to provide an enterprise G IS p latfo rm in the C ity‘s D ata C enter to co nso lidate datasets m aintained by vario us City Divisions and area municipalities. This project will provide the hardware, software, and configuration consulting services to maintain current and accurate information for Homeland Security planning. Although Homeland Security will be its primary focus, the environment will also support other GIS initiatives, especially where those initiatives may have secondary use to the public safety sector. Specifically, the project will deploy an ArcIMS server, an ArcSDE server, and three ArcInfo licenses. 5011 MPD Canine Unit 140205 - INFORMATION TECHNOLOGY MPD is constructing a new facility for the Canine Unit. The facility will be located behind Fire Prevention at 2668 Avery Street. The facility will need voice and data network connectivity as well as a new phone system and four new work stations. The phone system will connect to the C ity‘s vo ice o ver IP netw o rk. T he budget fo r the pro ject canno t suppo rt attaching the facility to the City of Memphis fiber network at this time. MPD will be relocating existing PC, fax, and copier equipment in addition to the new equipment purchased as part of this project. 5012 Secondary ISP 270101 - IS ADMINISTRATION The City of Memphis currently has a 45 Mbps Internet connection provided by BellSouth.NET. BellSouth uses UUNET by MCI to provide their core Internet backbone for their regional service. The City is interested in connecting to another Internet vendor to provide a fault tolerant connection. The selected vendor must not use the same connectivity to the Internet backbone as BellSouth. 5017 MSARC FileMaker 190601 MEMPHIS SEXUAL ASSAULT CTR The Memphis Sexual Assault Resource Center uses a software package called FileMaker to record information on the clients they see for both counseling and medical examination. CMEM IT Strategy - Ver 1 1.doc Page 46 of 203 12/6/2006

Information Technology Strategic Business Plan FileMaker is a common software package among those in the medical and counseling profession. Although the package can be found in other offices across the industry, the software program no longer meets the needs of the Memphis Sexual Assault Resource Center, and must spend funds on annual maintenance and consulting. They have requested a customize application which will allow conform to their needs for counseling, education, medical examination, grant monitoring, and grant requests. The new application must provide the same functionality in addition to supplying MSARC with additional functionality which will be identified in the business requirements phase. 5020 Botanic Garden Phone System PARK SERVICES The Botanic Gardens, a service center of the Parks Service Division, has requested a new telephone system to replace their existing system. The new telephone system would provide the Botanic Gardens with a VoIP solution and would also tie the facility into the City Hall PBX. Replacing the phone system will consist of installing the appropriate hardware, installing and configuring the necessary number of telephone handsets, and rewiring and cabling of certain areas of the facility. 5022 City Beautiful Fiber 200601 - CITY BEAUTIFUL The office of City Beautiful, a service center of General Services, is located outside of City Hall on Adams Avenue. The physical office is not currently connected to the City network, and the staff does not the internet. The Division of General Services has requested that we supply them with access to the City Network to improve the productivity of the staff. 5016 CNEU Call Pilot 270101 - IS ADMINISTRATION Information Services needs to replace the current Meridian Mail voicemail system to the CallPilot Unified Messaging platform, because the current system is near end of life. Nortel has an Investment Protection Offer upgrade path whereby The City can transfer the Meridian Mail voice channels and software licenses for CallPilot voice channels and software licenses at no charge. 5018 Lewis Community Center Phone System 151010 - COMMUNITY CENTERS Lewis Senior Center telephone system experienced a fatal failure during a rainstorm in late October 2004. As a result, the telephone system became inoperable and irreparable. A temporary solution was put in place which consisted of three hard lines attached to three separate telephones. The Center does not have voicemail, nor do they have the ability to transfer calls or answer calls efficiently. A new telephone system is required to bring the Center back to the level of service they had before the rainstorm. 5006 MPD Mounted Patrol 140205 - INFORMATION TECHNOLOGY MPD is constructing new stables for the Mounted Patrol. The stables will be located behind Fire Station #4 on Second Street, between Plum and Peach Streets. The stables will need phone and DSL service as well as some internal cabling work. The budget for the project cannot support attaching the facility to the City of Memphis fiber network at this time. MPD will be relocating existing PCs, phones, and fax machines, but will need a new black and white printer. CMEM IT Strategy - Ver 1 1.doc Page 47 of 203 12/6/2006

Information Technology Strategic Business Plan 5007 MPD TRACS Laptops 140205 - INFORMATION TECHNOLOGY The MPD has acquired a government grant to deploy a paperless traffic incident reporting system called T R A C S . T R A C S is used to update the G o verno r‘s H ig hw ay S afety O ffice (G H S O ) on vehicle crashes across the state of Tennessee. This application was developed by a consortium of universities for use across the country and then modified by the University of Memphis to meet the needs of the state of Tennessee. TRACS will be installed onto laptops, which will be mounted in a combination of MPD PST vehicles and traffic officer vehicles. The equipment needed for this project includes laptops, carrying cases, vehicle mounting systems, and portable USB drives to transfer the data from the laptops onto a network-connected PC for transmission to the GHSO in Nashville 5010 MPD PDAs 140205 - INFORMATION TECHNOLOGY The City of Memphis Police Services Division (MPD) is interested in deploying PDAs to officers. The PDAs would allow officers to gather information for parking/moving violations and incidents, connect to a cellular network, and communicate that info rm atio n to the C ity‘s netw ork. Electronic data gathering and wireless communication of this data to back-end systems will increase o fficers‘ efficiency in the field and elim in ate the necessity fo r retyp ing paper repo rts. MPD will contract with a Vendor to provide equipment, services, and maintenance for approximately 350 PDAs. 2401 Citizen Relationship MGMT (CRM) - Exec The goal of the MCSC is to have a solution which allows tracking of all calls through resolution, has the ability to search/view previous complaints using a service request number, provides address validation, prevents duplicate tickets and utilizes multiple interfaces for citizen complaint collection and status checks. 2897 Balanced Scorecard - IS The BSC program translates city-wide strategies into tangible objectives and measures, and ties these strategies directly to financial impact. Such a comprehensive management system allows more strategic business planning which produces greater efficiency and higher impact results. 2769 Desktop Standardization - IS The objective of this project is to standardize all of the desktops for the City of Memphis from Novell GroupWise 5.5 to Microsoft Outlook 2003, MS Office 2003, and Windows XP. This effort will improve performance while providing a standardized desktop platform for the City to operate and function. 2780 Motorola Radio Upgrade - IS

The objective of this project is to upgrade the radio system to a Motorola SmartZone 4.1 System, while adding coverage and capacity to fulfill the needs of county users.

2874

Southeast Precinct - MPD

Information Services will work with Police Services and City approved vendors to incorporate voice and data capabilities at the SE Precinct.

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Information Technology Strategic Business Plan 5005 LANDesk 270101 - IS ADMINISTRATION The City of Memphis Information Services Division has elected to install a PC Management Solution called LANDesk Management Suite. LANDesk is a seamlessly integrated solution that simplifies desktop and device management. The suite automates lifecycle management of desktops, servers, laptops and mobile devices from procurement to deployment, through maintenance and retirement. 5014 Pictometry 270101 - IS ADMINISTRATION The City of Memphis Fire Services contacted a company named Pictometry to provide aerial imaging with oblique perspectives for all of Shelby County using Homeland Security funds. Fire Services asked the City of Memphis Information Services group to provide project management support for the effort. Pictometry has finished taking the photographs and is expected to return the images rectified against local street maps to Shelby County in the summer of 2005. The City of Memphis IS Division needs to configure an environment to house the image library. 2911 Stiles Waste Facility Phone System PW The Stiles Waste Facility is one of two waste water treatment plants operated by the City of Memphis. The facility has several employees who are reliant on an outdated phone system, which no longer meets the needs of the facility and facility employees. The current configuration consists of 40 telephones and eight (8) single lines. The complex also houses eight (8) outlying buildings, which may or may not currently have a phone. Stiles Waste Facility has experienced call problems and issues transferring calls to their maintenance facility nightly. An evaluation of their current phone system determined that a new phone system would best fit their needs, rather than attempting upgrades to their existing system. The plan is to install a Voice-Over-InternetProtocol (VOIP) telephone system and extend fiber out to one of their maintenance sheds. 2910 Center for Neighborhoods - PS The Center for Neighborhoods is in need of a phone system upgrade. The facility consists of several employees who are reliant on an older phone system which no longer meets the needs of the facility. The current telephone systems consists of one main number. When citizens call the center, they cannot leave voicemail messages for employees. The Center for Neighborhoods has also experienced repeated outages due to line cuts during break-ins. After a break-in, the Center is often without phone services for a week or longer as the employees wait for Bellsouth to repair the lines. The employees have also experienced problems in transferring calls. When their phone system was evaluated, it was determined that a new phone system would best fit their needs than trying to perform upgrades to their existing system. Under the new plan, a VOIP system will be put in place and fiber will be installed to eliminate the individual modem lines and the Bellsouth dial-up internet accounts. 2815 Parks Services Phone System Replacement (CNEU) 04' - Parks This project provides for the replacement of the telephone system for Parks Administration with a Nortel Branch Office solution. The proposed solution implements a VoIP (Voice over Internet Protocol) configuration networking the Branch Office telephone system to the City Hall PBX CMEM IT Strategy - Ver 1 1.doc Page 49 of 203 12/6/2006

Information Technology Strategic Business Plan system via the existing fiber connectivity. VoIP is the transport method between the City Hall PBX and Branch Office system. The Branch Office system can function as a stand-alone system in the event of an outage. 2896 Sharepoint Workflow Process – IS The Information Services Division is seeking an implementation partner to assist in deploying an enterprise project management (EPM) solution using MS Sharepoint and MS Project Server. This EPM solution will process division technology requests and manage the requests through procurement and project execution. The EPM solution will also improve communication, standardize on a common project management platform, and enforce standard processes. 2928 MPD - Verizon VPN Project MPD The MPD has requested to upgrade its current Cellular Digital Packet Data (CDPD) connection to gain additional bandwidth for wireless devices including laptops and handhelds that access City network applications. Having already evaluated several connectivity options, the MPD requests a VPN tunnel between Verizon Wireless and the City of Memphis network. This pointto-point VPN conforms to the standard methodology for connecting service providers to the C ity‘s netw o rk. 2933 Auto Sales Finance closed 10/05 Finance closed 10/05 The Auto Sale application tracks auction and sale of impounded vehicles. This application is written in FoxPro 2.5. Due to compatibility and design issues, the database gets often corrupted and the users have to manually run the auction process. Currently, the data between city server and MPD server is being transferred using floppy disks. In order to improve the functionality of the auction process and the ability of the Purchasing Department to gather and distribute information from one remote auction site to another, the application needs to be replaced using SQL as a backend with a web front-end (intranet). In order to discard floppy disk use, the new database should be accessible across the City and MPD domains. 2939 Oracle HRMS & Financial Upgrade The City of Memphis is implementing an upgrade to Oracle Applications to take the suite of applications from version 11.5.9 to version 11.5.10. This upgrade is required to provide intended functionality to various modules that was not available in the original 11.5.9 application suite. In particular the purchasing and budgeting modules in 11.5.9 did not meet all the requirements of the respective divisions as per the original implementation contract, so the upgrade was deemed necessary to resolve those issues. 2316 Animal Shelter To be of better service, Animal Services is in need of a redesigned website, the implementation of the Chameleon Software package, and a set-up of a photography area are among the items. By implementing these changes, Animal Services will be able to streamline their processes, increase the visibility of animals available for adoption, and make the public better aware of the services Animal Services offers and how to be responsible pet owners.

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Information Technology Strategic Business Plan 2845 HCD Housing Database Application HCD The Division of Housing and Community Development maintains information on various pro perties inspected by the D iv isio n‘s H o using Inspecto rs. T he info rm atio n is o f use to vario us City Agencies in conducting daily tasks. Currently, the information gathered by the Housing Inspectors is stored in an outdated FoxPro Application, which is not readily available to individuals outside of Code Enforcement. The Application also fails to meet all of the needs of those within Code Enforcement and the Division of Housing and Community Development. 2866 Glenview Community Center Parks The Division of Parks is renovating the Glenview Community Center. As a result of the renovations, new cabling for voice and data and new equipment will be needed for the Center. Parks has requested the assistance of Information Services in having the cabling run and the equipment selected, ordered and installed. Information Services will work with Parks and City approved vendors to incorporate voice and data capabilities at the Community Center. 2871 Upgrade Network Infrastructure - Extreme Equipment IS This project encompassed 78 networked City locations, with replacement of legacy network hardware and changing IP subnets where applicable. Work began on this project when ordered network gear was received in early November 2004. The majority of the C ity‘s w o rkgro up switch infrastructure consists of legacy Enterasys hubs and switches which have been dropped from support over the past few years. As of Dec. 31, 2004, Enterasys dropped support for the ELS100-24TXM brand switch, which affects nearly all MPD locations. Furthermore, all of these devices will not support VoIP or video applications. New workgroup switches from Extreme N etw o rks w ill suppo rt 1G b back bo ne co nnectio ns o ver the C ity‘s existing fiber infrastructure, as well as enabling future VoIP and video applications. 2879 Property Maintenance Phone System Replacement (CNEU) 04' - G.S This project provides for the replacement of the telephone system for Property Maintenance with a Nortel Branch Office solution. The proposed solution implements a VoIP (Voice over Internet Protocol) configuration networking the Branch Office telephone system to the City Hall PBX system via the existing fiber connectivity. VoIP is the transport method between the City Hall PBX and Branch Office system. The Branch Office system can function as a stand-alone system in the event of an outage. 2325 Fire Station # 58, Countrywood Fire The Division of Fire Services is building Fire Station #58. As a result of the construction, new cabling for voice and data and new equipment will be needed for the Center. The Division of Fire Services has requested the assistance of Information Services in having the, data, network, PC, peripheral support and cabling run and the equipment selected, ordered and installed.

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Information Technology Strategic Business Plan

IT Initiative Development Process
The Technology Project Guide serves to define the process for initiating, managing, tracking and completing technology projects for the City. T he C ity‘s Info rm atio n S ervices C hange M anagem ent S pecialists serve as agents/representatives of the City CIO for project operation/process decisions (not budgetary or fiscal project decisions) Project Initiation Policy All project work must be authorized by the CIO or Deputy CIO only via a written project initiation request. Project Initiation The various Divisions and Departments of the City of Memphis in conjunction with their assigned CMS, will preliminarily plan, budget for and otherwise cause numerous technology projects in the course of providing services to the citizens of Memphis. As such, IS will work with these entities to verify needs, determine scope and identify and ensure funding for these projects. Project Plan Packages (PPP) Any project approved by the CIO requires a written response assigning a Project Manager and will trigger the development of a PPP. Each PPP should minimally includes the following:  A Project Control Number (to be used for each document associated with the project),  A Detailed Project Description – this document includes and combines the elements of the Project Justification Document (PJD) and Project Initiation Document (PID). It also includes a detailed Scope definition agreed to by ACS, the applicable CMS, and the affected City Division(s),  A Narrative Project Statement/Description (a sho rter laym en‘s descriptio n o f w o rk to be performed),  A Project Work Plan - produced in MS Project and minimally include: o Summary level tasks for project kick-off, Subcontract execution if appropriate, planning/analysis, implementation/installation, unit/system/user acceptance testing if appropriate, project closure, o Critical review and approval milestones for commissioning of the project including review, CIO endorsement, funding, applicable RFP and bid processes, o Relative timeframes for completion of tasks and milestones tied to the commissioning steps noted above, o Roles and responsibilities for completion by resource/entity, CMEM IT Strategy - Ver 1 1.doc Page 52 of 203 12/6/2006

Information Technology Strategic Business Plan o Resource requirements, o Key milestones included in the PTS, o Transition to support including training of technical resources if appropriate.  A P ro ject T racking S heet (―P T S ‖), includ ing budg et/fu nd ing in fo rm atio n,  A T otal C o st o f O w nership (―T C O ‖) S u m m ary and/o r C o st A nalysis includ ing a 5 -year projection of software/hardware maintenance cost (if applicable). NOTE: Each new project is analyzed to determine the associated benefits as well as to understand all relevant costs through by completing the standard template shown below.  A copy or draft of any proposed or necessary 3rd party software/service license/contract agreements (if applicable or available). TCO Template
Part # Price Qty Year 1 Year 2

Hardware/FFE/Office Space

$0.00

$0.00

Hardware Maintenance Fees Software Licenses

$0.00 $0.00

$0.00 $0.00

Software Maintenance and Support

$0.00

$0.00

Training and Education

$0.00

$0.00

Professional Services

$0.00 $0.00

$0.00

Miscellaneous Project Costs Total Cost per Year

$0.00 $0.00

$0.00 $0.00

Figure 13: TCO Template

Change Orders/Change Requests Sometimes it is necessary to institute a change request during the course of project implementation. As soon as the need to submit a change request is identified, this request must be communicated to the City and every attempt should be made to provide advanced notice for impending changes requests. A change request requires approval but does not necessarily stop the approved work that is in progress. Change orders can be initiated by any of the IS or ACS stakeholders to the project at

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Information Technology Strategic Business Plan any point in the project development or implementation/delivery process, but must be submitted via a Change Request Form Flexibility All projects will not fit neatly into this process. As such, all members of the Project Team must be flexible enough to ensure the success of each project. All Project Team participants are encouraged to suggest areas for improving the flow, content, execution or minimizing the ambiguities of this evolving process to the ACS Account Executive and/or the CIO. NOTE: See Appendix for Complete document.

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Information Technology Strategic Business Plan

Oracle Application Strategy
The Oracle Application Architecture section is comprised of five (5) key elements that organize and shape the Architecture. 1. Overall Oracle Application Architecture model – Chart depicts integration of all current and planned Oracle modules for the City of Memphis followed by a summary description each Oracle module 2. Phase I and II Implementation Assessment – Detailed review of the effectiveness of the Oracle implementations to-date 3. Lessons Learned from the assessments 4. Planned Oracle Phase III – Describe each of the Oracle modules planned for implementation 5. Future Oracle Plans – describes analysis currently underway.

Overall Application Architecture
The overall Application Architecture model for Oracle modules used by the City of Memphis is shown on the next page. The chart is titled: City of Memphis Oracle Application Schematic. In addition to the Legend, a few processing notes should be considered when reviewing the model:  The GREEN color indicates Oracle modules that are implemented and fully operational  The YELLOW color indicates Oracle modules that are implemented but are in limited use due to o Unfulfilled User training requirements o Lack of integration with other Oracle modules requirements o Additional funding needed to complete the outstanding task  The RED color indicates Oracle modules that are planned and not yet implemented (start of FY2007) o Oracle Consulting Services (OCS) is required to complete iSupplier, Sourcing and Procurement contracts implementation o Integration of Oracle applications with all the City Systems and within Oracle modules is a part of OCS unfinished work per the original contract o Balanced Scorecard implementation was halted due to lack of funding and City Executive buy-in o Enterprise Asset Management (EAM) will be a part of Oracle Phase III implementation A summary description of each Module follows the diagram.

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Information Technology Strategic Business Plan

City of Memphis Oracle Application Schematic

Adopted from schematic by Oracle Corporation
9 - PSB

Last Updated By: Information Services 23 - TRX

May 31, 2006

Rev 3.8.mi

Hours Worked

Public Sector Budgeting 3 - OTL Oracle Time and Labor
People, Positions& Salary Budget Export of Position Updates People, Position & Salary Budget Extract PSB Updates to Line Budget

GL Segment Line Budget

Investment & Debt Distributions

Treasury

Unapproved Requisitions

14 iProcurement 25 - Sourcing

Employees & Supervisors

Open Positions

22 - EAM Enterprise Asset Managment
7 - GL
Encumbrances by COA

Approval Routing
Receipts Approved Requisitions RFQ Quotes/Awards

4iRecruitment

Labor

HR Interface Table

General Ledger

Employee Data Updates

Applicant Details Wages View/Update Employee Benefits

1 - HR/Pay Human Resources & Payroll
Payroll Costing Summary Txn Assets / Depreciation POETA to GL Converted Transactions

Encumbrance Relief (Payables / Payments by COA)

13 - PUR

12 - Assets Asset Management

Purchasing

5 -Self Service HR
Labor Schedules

Employee/ Salary Info Competencies/ Competence Levels

6 - OLM Oracle Learning Management
Payables/ Receivables Costs

GL Payroll Distributions

8 - GA

Benefit Elements Benefits Updates

Grant/Project Accounting

Encumbrances by POETA Fixed Assets Records

24 - PC
Payables / Payments by POETA

2 - OAB Oracle Advanced Benefits
Employee ID Training Enrollment Payroll Gross Earnings & Employer Costs

Procurement Contracts

Order Information

Purchasing Information Purchase Orders

Invoice Distributions Grant Payroll Distributions

RFQ/ Supplier Evaluation Detail

Bids

10 - LD

AP Checks

11 - AP

Labor Distribution

Accounts Payable
Invoices

Payables Information

17 - CRM
21 - iSupport

Customer Relationship Management

18 Telephony 19 -Service
15 - AR 20 iReceivables
Receivables Information Bank Receipt Information

16 - Cash

26 - iSupplier
Inquiry& Item Update AP Data for Cash Forecasting Invoice for Payment (Electronic and Paper) Payments

Accounts Receivable

A/R Data for Cash Forecasting

Cash Management

Suppliers

27 - Discoverer/Discoverer End User Layer

28 - Financials Intelligence

29 - Purchasing Intelligence

30 - HR Intelligence

31 - Service Intelligence

32 - BSC

33 - Financial Statement Generator

34 - File Export

Legend:
Functionaility Currently In Use Functionality Implemented Not in Full Use

Functionality Not Yet Implemented

Figure 14: Oracle Application Architecture – for City of Memphis

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Oracle Module & Chart Summary Descriptions
Each Oracle module is identified, described and/or defined at a high-level throughout this section. The module descriptions are organized and numbered consistent with the Oracle Application Architecture (see Figure 12 on the prior page).. NOTE: Detailed product descriptions, using the Oracle Data Sheets, can be found in the Appendix. 1a - Human Resources Retail success largely depends on recruiting and retaining qualified associates. It is also critical to empower associates so that they know more, do more, and sell more. Oracle Human Resources is an internet-based application that answers this need. It serves as a hub for all your people-related activities— including communication, development, measurement, and compensation. Whatever your retail vertical, Oracle HR allows you to adopt structured approaches to attracting, retaining, developing, and optimizing the workforce— so that you can improve productivity and deliver a better customer experience. Oracle Human Resources Lets You:  Automate Key Processes Leverage workflow and internet-based processes to speed and optimize recruitment, hiring, budgeting, compensation, termination, performance, skills, collective agreements, and more. Perform rules-based HR budget control.  Get a Single Source of Truth Maintain global HR data in a single instance for better availability and accuracy of information, with a global single repository of employee data.  Manage Total Compensation Attract and retain with the right combination of salary and benefits. Set limits and warnings. Control budgets by department, position, or role. Deploy absence and termination policies.  Locate and Manage Talent Globally Manage recruitment, hiring, and deployment on a global basis and address local country requirements at the same time. Manage address information, currency, data formats, banking details, and payment methods for any country. Conduct competency profiling and management.  Integrate Intelligence with HR Management Integrate intelligence with HR management to align your workforce with corporate objective

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Information Technology Strategic Business Plan 1b - Oracle Payroll Processing payroll is a fundamental business requirement that requires accuracy, timeliness and good financial controls. Oracle Payroll, a rules-based payroll management system, can help you control workforce costs and ensure that the entire workforce is being paid on time and according to your compensation rules. Fully integrated with Oracle Financials, Oracle Payroll is based on a global HRMS engine with country-specific localization extensions to better manage your global HR operations. Oracle Payroll Lets You:  Gain Flexible Eligibility Controls Define comprehensive eligibility rules that link user-defined criteria. Define standard rules for automatically assigning and changing employee compensation and benefits. Minimize workforce inquiries by providing near real time remuneration data and history.  Simplify Management of Processing Rules Use simple, easy-to-learn formulas. Control your own processing rules and calculations using Fast Formula. Use conditional logic for more complex cases. Streamline administrative processes and reduce set-up costs, processing time and errors.  Manage Global Payroll Activities Manage global compensation with one application. Implement Oracle Payroll's core payroll engine, and then install local extensions to add the necessary functionality, reporting, and processes for individual countries. Attain organization-wide control of workforce payroll and compensation data. Create personalized compensation policies and programs. Manage compensation with one global payroll engine that utilizes country specific localizations.  Speed Processing Times and Lower Costs Monitor payroll processes, from data entry to fully reconciled results. Fix errors while keeping reconciled calculations intact. Process multiple groups of employees simultaneously. Reduce administrative costs with online paperless pay slips.  Monitor Performance and Security Use both standard and personalized reports and inquiries to view and analyze your payroll data. Ensure security. Keep a complete audit log of all changes. 2 - Oracle Advanced Benefits (OAB) Oracle Advanced Benefits is a flexible, rules-based benefits and compensation administration application that enables improved benefits support and analysis while reducing overall costs through internet-based automation. Oracle Advanced Benefits enables professionals to adapt to evolving business needs by enabling the implementation, management, and monitoring of complex benefits offerings and compensation programs, while addressing the effects to the bottom line.

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Information Technology Strategic Business Plan Oracle Advanced Benefits Lets You:  Manage Diverse Plans Manage diverse and complex benefits plans and programs triggered by life events via a web-based interface.  Manage Eligibility Rules Easily create and modify eligibility rules and criteria without customizing the application.  Get The Benefits Of Self-Service Improve service and reduce enrollment costs with web-based self-service functionality.  Optimize Compensation Plans Design and configure compensation plans to measure and reward a productive global workforce.  Retain Your Best Talent Easily identify and incent top talent to increase retention of the best performers.  Get The Most From Benefits Plans Facilitate and improve workforce benefit decisions by utilizing "what-if" eligibility analysis and advanced analytical tools to evaluate benefits plans for maximum value.  Make Decisions Globally Increase consistency of decisions on compliance issues at all levels across your organization.  Share Data Easily transmit and share data with your vendors, partners, and third parties providers. 3 – Oracle Time and Labor (OTL) Oracle Time and Labor automates the entire time and attendance record-keeping process and provides an intuitive, web-based interface for time entry and approval. It offers a simplified way to submit, review, track and approve timecards. At the same time, it helps you control costs and time worked, consolidate timecard information, and adhere to organizational time management rules. Oracle Time and Labor Lets You:  Enter Time Anytime, Anywhere Enter time via web browser, mobile device, or even offline using a timecard template that can be uploaded later.  Streamline Management Enable approvers to search timecards and view summary information. Perform mass approvals. Gain flexible configurations for approvals workflow.  Enforce Policies Define rotation plans based on shifts and work plans. Define which employees can charge to which organizations in your company. Support policies for holidays, overtime, and rounding.  Automate Timecard Creation

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Information Technology Strategic Business Plan Automatically generate a timecard or group of timecards from work schedule, last timecard, or a project stored in Oracle Projects Resource Management.  Create Single Source of Entry Improve reporting, extracting, and processing with a single database of employee timerelated information. Share data with Oracle Projects, Oracle Human Resources, and Oracle Payroll. 4 - Oracle iRecruitment Oracle iRecruitment is a full-cycle recruiting solution that gives managers, recruiters and candidates the ability to manage every phase of finding, recruiting, hiring, and tracking new employees. Focused on the manager-recruiter-candidate hiring relationship, this end-to-end recruitment offering incorporates all aspects of applicant tracking with capabilities that allow managers, recruiters and candidates to fully manage the entire recruiting cycle via a self-service interface. Oracle iRecruitment Lets You:  Hire More Efficiently Manage open job vacancies, search for candidates, and manage the interview process, and extend recruiting functionality to managers. Leverage third-party integration for prescreening and background checks (HireRight). Take advantage of powerful search functionality through Oracle RDBMS.  Manage and Share Your Candidate Base Maintain profiles, search for and refer jobs to colleagues, and follow the recruitment process. Use integrated resume extraction capabilities (using Magnaware/Mohomine extraction engine) to search for potential candidates.  Free Recruiters Time to Be More Productive Enable recruiters to reduce administrative tasks and focus on promoting the corporate employment brand. Deploy full requisition management with workflow. Use event driven applicant tracking. Manage job board postings on multiple external websites with built in security considerations.  Promote Self-Service Candidates can maintain profiles, search for jobs, refer jobs to colleagues, follow the recruitment process, and more. Utilize pre-built reports and metrics. 5 – Self-Service HR Oracle Self-Service Human Resources (HR) allows your workforce to update and use employeespecific information, online via a browser, that is personalized to an individual's role, experience, work content, language, and information needs. By allowing managers and employees to access and manage information and transactions in a paperless environment, you can streamline

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Information Technology Strategic Business Plan business processes, decrease costs, and improve service. With managers and employees empowered to update and maintain their own information, HR professionals can now move from being transaction processors to being consultative partners. Oracle Self-Service HR Lets You:  Work from a Single Source of Truth Increase accuracy and timeliness by providing both managers and employees a single point of entry to all your HR information and processes. Deliver workforce intelligence to those who need it-managers, HR professionals and executives. Use embedded on-line advice to reduce errors.  Drive Employee Self-Service Enable employees to manage everything from profiles-including skills, resumes, contact details, and bank data-to self-appraisals, learning, benefits, payroll, and more, through self-service portals. Increase worker productivity. Authorize employees to maintain their own information, including personal profiles, benefits, expenses, and more, in their own language.  Empower Managers Enable managers to perform transfers, re-grading, employee training enrollment, terminations, compensation and performance reviews, skills searches, and more. Manage the recruiting process.  Support Career Development Provide employee access to targeted training and job opportunities. Enable managers to graphically search for suitably skilled individuals or groups and then match them to work or learning opportunities. Enroll in benefits and training courses.  Speed Processes with Workflow Route information of any type according to user-defined business rules. Deliver reports, status messages, and approval requests to approvers in sequence via workflow. Streamline processes, remove bottlenecks, and reduce administrative costs. Integrate approvals with workflow. Identify employee- and manager-specific functionality. Support large numbers of transactions, including legislative processes. 6 - Oracle Learning Management (OLM) An enterprise that is looking to know more, do more, and spend less, must optimize human performance in all its business processes. To transform the perception of learning management from a cost center to a key investment, businesses need to tie learning activities directly to core business initiatives, which is exactly what Oracle Learning Management does for you. Oracle Learning Management is part of the Oracle E-Business Suite, an integrated set of applications that are engineered to work together. Oracle Learning Management is an Enterprise Learning Management System

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Information Technology Strategic Business Plan Oracle Learning Management is designed to support all education models by providing a single unified learning delivery system to the extended enterprise: workforce, applicants, customers, and partners. Because this system is native to the Oracle E-Business Suite, it can also relate learning activities and results to business initiatives. Oracle Learning Management addresses your business needs by providing the following capabilities through an HTML interface:  • F u ll m anag em ent o f learning -related workforce competencies  • S tructured learning paths and learning certificatio ns, to help m o nito r perfo rm an ce, develop the careers of your workforce, and ensure your people are meeting training regulations  • M anagem ent o f a unified catalo g in o ne central lo catio n, co m bin ing o nline and classroom training, with role-based access control for administrative responsibilities  • C reatio n o f tests to assess learner und erstand ing, pro vid ing valuable feed back o n whether business goals and workforce objectives are being served 7 - Oracle General Ledger Oracle General Ledger provides highly automated financial processing. It can import and post 42 million journal lines per hour, making it the fastest and most scalable general ledger on the market. It also provides tools for effective management control and real-time visibility to financial results — everything you need to meet financial compliance and improve your bottom line. Oracle General Ledger Lets You:  Gain Efficiencies with Highly Automated Financial Processing Automate journal processing for recurring and allocation journals. Convert and load raw data from external systems or upload mass journal entries via spreadsheets. Run posting, reporting, translation, and consolidation processes in parallel to accelerate reporting time.  Establish and Maintain Superior Internal Controls Guarantee data integrity with a single ledger to manage all financial information. Actual, budget, summary, foreign currency, statistical and average balances are automatically synchronized, rendering reports immediately available and always accurate. Mandatory checks and balances prevent the occurrence of out-of-balance situations. The chart of accounts can be customized to best fit your company's needs, and is used to control information access.  Increase Enterprise Visibility Increase visibility into performance by investigating and reconciling balances online. Drill down to any level of detail including detail balances, journals, and the underlying subledger transactions - all from a single drill path. Oracle Applications Desktop Integrator provides a desktop-based extension of Oracle General Ledger to analyze financial statements, create budgets, upload conversion rates, create reports, and more.  Capitalize on Global Opportunities

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Information Technology Strategic Business Plan Capture and report on any number of currencies from the balance level to the subledger transaction level. Currency conversion, revaluation, re-measurement, and translation are all performed in accordance with local and international accounting standards.  Improve Financial Services Profitability Robust average balance functionality comes standard in Oracle General Ledger to allow companies in the financial services industry to perform sophisticated transfer pricing and profitability analysis calculations to comply with regulatory reporting requirements. Oracle General Ledger is also integrated with the Oracle Financial Services Applications. 8 – Grant/Project Accounting Oracle® Grants Accounting provides your organization with the ability to completely track grants and funded projects from inception to final reporting. Oracle Grants Accounting provides a fully integrated system that supports multi-funded projects and the required compliance terms and conditions by award. Oracle Grants Accounting supports validation of allowable costs as well as flexible budgetary controls to ensure fiscal responsibility. Reporting is comprehensive, supporting internal and external reports and queries needed to effectively manage funded projects. Oracle Grants Accounting is part of the Oracle E-Business Suite, an integrated set of applications that are engineered to work together. Award Management To effectively manage funded projects, Oracle Grants Accounting includes user defined award templates, which provide an easy method of recording the appropriate level of data and assists in maintaining consistency and standardization of award details.

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Information Technology Strategic Business Plan

Award Management Window: Comprehensive repository of award information.

Detailed award information includes award attributes like the award number, award name, funding source, installment funding, multiple references, budgetary controls, terms and conditions and key personnel. Oracle Grants Accounting also maintains the start, end, close and pre-award dates for the award. Additionally, Oracle Grants Accounting stores the sponsor contacts, reporting requirements, and compliance parameters. Oracle Grants Accounting provides users with the ability to keep track of all installments, supplements, and amendments to the award. Not only can users record the actual installments received, but they can also record future commitments and produce future funding forecasts. For each installment, Oracle Grants Accounting stores the start, end, and close dates. 9 – Public Sector Budgeting (PSB) Oracle Budgeting and Planning Oracle Budgeting and Planning provides financial services institutions with a planning solution that encompasses all aspects of the planning process, including profit planning, budgeting, strategy formulation, head count planning, and activity-based budgeting.

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Information Technology Strategic Business Plan Benefits  Maximize productivity and performance by effectively communicating corporate goals to every level of each business unit. Promptly initiate feedback up the line. Achieve unit-byunit budgeting and forecasting that is consistent with bank-wide reality.  Connect measurement to management by establishing a logical link between the budget and day-to-day performance measurement mechanisms. Develop financial targets and measures of accountability with a single, consistent framework.  Maintain consistency with your asset/liability management process by modeling financial instrument behavior with standard or custom cash flows. Incorporate matched maturity transfer pricing into forecasts. Evaluate an unlimited number of "what if" scenarios. Consolidate both results and assumptions to higher levels.  Analyze and report in a multidimensional framework to evaluate key information across multiple combinations of dimensions, including chart-of-account line items, financial data elements, business units, time periods, and strategies. Query a multidimensional data model specifically designed for financial organization planning requirements that provide OLAP-based planning, reporting, and analytic capabilities. 10 – Labor Distribution Oracle® Labor Distribution is a comprehensive solution for distributing and costing your labor expenses with improved efficiency, flexibility, and control. Oracle Labor Distribution is part of the Oracle E-Business Suite, an integrated set of applications that are engineered to work together. Complete Labor Costing Oracle Labor Distribution is a complete and easy-to-use labor costing solution. Oracle Labor Distribution manages the allocation of payroll expenses to your cost centers whether they are implemented as projects and tasks, financial accounts, or a combination of the two. Regardless of how complex or dynamic your costing requirements are, Oracle Labor Distribution can accommodate the schedules and accomplish the cost distributions. For smooth implementation, Oracle Labor Distribution leverages information already entered into Oracle Human Resources, Oracle Payroll, Oracle General Ledger, Oracle Grants Accounting, and Oracle Projects. 11- Accounts Payable Oracle Payables improves margins, instills corporate and fiscal discipline, and optimizes business relationships. Oracle Payables Lets You:

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Information Technology Strategic Business Plan Lower Costs - Automate invoice processing using a variety of tools including Electronic Data Interchange (EDI), XML messages, Evaluated Receipt Settlement (ERS) and business-tobusiness e-commerce. Control cash flow, minimize errors, and eliminate inefficiencies by using specialized payment tools. Instill Corporate and Fiscal Discipline - Enforce business rules to lower exposure to fraud, error, and unauthorized payments. Automate the routing and approval of invoices according to the unique requirements of your business. Leverage joint controls with other E-Business products such as Oracle Purchasing and Oracle General Ledger. Improve Business Relationships - Oracle Payables works with iSupplier Portal to help suppliers enter and check the status of their own invoices. Employees also benefit from Oracle Payables when it is used with Oracle Internet Expenses to provide employees with multiple ways to submit expense reports. Grow Globally - International business requirements including foreign-currency transactions, global tax regimes, and future dated payments can be easily managed. To meet country-specific statutory requirements, Oracle Payables supports automated calculation and accounting of partially recoverable and non-recoverable value-added tax, sales and use tax, withholding tax, and regional and local taxes. 12 – Asset Management Oracle Assets automates asset management and simplifies accounting tasks. Using a unified source of asset data (with data from your Oracle applications as well as external feeder systems), Oracle Assets gives you visibility into your assets worldwide. Standard management tasks-such as asset transfers, disposals, reclassifications, financial adjustments, and tax legacy data conversion-can be streamlined with automated business flows. Standard accounting, operational, and registry reports are available to ease reconciliation and analysis. Oracle Assets lets you:  Lower the Cost of Asset Ownership The traditional way of managing assets-manual processing and disjointed systems— is slow, expensive, and error prone. With Oracle Assets, you can manage your assets in a single system that automates many standard transactions to reduce these costs and improve the accuracy of fixed-asset transactions.  Securely Manage Assets Use reliable and timely information to properly manage your enterprise's fixed assets. Create standardized reports or perform ad-hoc inquiries for quick and easy access to asset details.  Comply with Local and International Regulations Oracle Assets supports complex and diverse reporting requirements including multiple currency and worldwide financial and tax standards. Tailor your depreciation calculation

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Information Technology Strategic Business Plan or choose from a pre-defined method to meet regulatory requirements in any industry or location. 13 - Purchasing Oracle Purchasing is the application for professional buyers, which streamlines purchase order processing while strengthening policy compliance. It is a key component of Oracle Advanced Procurement. Supply management is vital to profitability, which means that an effective purchasing system is a key strategic asset. To create sustainable savings, such a system must efficiently handle all purchasing needs and easily adapt to changing business requirements. Oracle Purchasing does just that. It automates purchasing to make buyers more productive, improves management of your supply base, and adapts to any procurement process. As the heart of the Oracle Advanced Procurement suite, Oracle Purchasing provides a rich store of policy and supplier information, a robust workbench for buying professionals, and consolidated visibility into spend. Oracle Purchasing Lets You:  Automate the Entire Procure-to-Pay Cycle Define suppliers and agreements; then automate your entire purchasing cycle from purchase order to settlement.  Improve Supply Base Management Take central control of all supplier and item master information with an application that tightly integrate suppliers into your organization by leveraging advanced supply management capabilities.  Adapt to Any Purchasing Practice Adapt the application to your organizations purchasing practices with uniquely configurable policies and an open architecture that integrates legacy and supplier systems. 14 - iProcurement Oracle iProcurement is the self-service requisitioning application that controls employee spending. Oracle iProcurement provides a Web-based shopping system that allows employees to create, manage, and track their own orders while the Purchasing department retains central control. This helps to ensure that policies and preferred pricing agreements are reflected in every transaction. Easy ordering and seamless workflow provide better service, while non-sourced or off-catalog spending gets the attention it needs from buying professionals. Oracle iProcurement Lets You:  Streamline Employee Ordering Eliminate error-prone paper processes with self-service ordering, while improving productivity and control.  Enforce Purchasing Policy

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Information Technology Strategic Business Plan Enforce policies with unprecedented control and governance support.  Slash Procurement Costs Lower your procurement costs by cutting transaction overhead, controlling maverick spending, and realizing the full value of your preferred supplier agreements. 15 - Oracle Receivables Oracle Receivables allows you to streamline invoicing, receipt, and customer deduction processing while improving cash flow, optimizing customer relationships, and providing strategic information. As a subledger, Oracle Receivables provides the flexibility to meet the demands of a global market with strong financial controls to assist in instilling corporate and fiscal discipline. Oracle Receivables Lets You:  Streamline Your Operations and Increase Your Cash Flow Oracle Receivables seamlessly manages your invoicing needs and offers importing capabilities to extend this service to non-Oracle ordering systems. Facilitate account collection with correspondence tracking, instant access to current customer account information, and collector task scheduling.  Instill Corporate and Fiscal Discipline Ensure compliance with accounting standards and company policies by mapping your business model to the appropriate revenue schedules. Promote strong internal controls through function security, approval processes, and appropriate dissemination of information.  Expand to Global Markets With Oracle Receivables, your enterprise has the flexibility to respond to global needs, support diverse regulatory requirements, and optimize customer relationships in the global economy 16 – Cash Management Oracle Cash Management is an enterprise wide solution for managing liquidity and controlling cash. Cash Management gives you direct access to expected cash flows from your operational systems. You can quickly analyze enterprise wide cash management cash requirements and currency exposures, ensuring liquidity and optimal use of cash resources. Benefits  Forecast cash flows in any currency and in multiple time periods  Streamline the reconciliation process  Monitor for exceptions and fraud  Forecast based on historical or future transactions  Manage the cash cycle efficiently and with control

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Oracle Cash Management is part of the Oracle Financials family of applications. 17 – Customer Relationship Management (CRM) Information Drives Successful Customer Relationships Oracle's integrated Customer Relationship Management (CRM) solution is a set of applications that give you information-driven sales, service, and marketing. Oracle CRM is built on an open, standards-based architecture that streamlines business processes, improves data quality, and allows all your key divisions to draw from the same source of data. With Oracle CRM, your company owns the single best tool for customer success— accurate information. Over 50 CRM-Specific Applications From precisely measuring marketing campaigns to automatically dispatching field technicians to remote locations, Oracle has more than 50 CRM-specific applications that help you address every phase of your CRM cycle. Find out more: Oracle Sales, Oracle Services, Oracle Marketing 18 - Advanced Inbound Telephony (CRM) Oracle Advanced Inbound Telephony provides telephony integration to all major telephone systems and supports leading CTI middleware. As a result, your customer interaction centers can support key functionality such as intelligent routing and queuing. In addition, integration with CRM applications enables agents to provide consistent handling of customer interactions. Business benefits include increased customer satisfaction, increased agent productivity, and decreased costs from accurate call routing. Oracle Advanced Inbound Telephony Lets You:  Gain Seamless Integration Gain native CTI support, IVR integration, and support for various switches and CTI middleware.  Prioritize Your Best Customers Ensure critical customers receive top handling, no matter which channel they use.  Leverage Advanced Queuing Capabilities Gain enhanced treatment, overflow, and group queuing of calls.  Integrate with Oracle CRM Provide seamless customer interactions via integration with TeleSales, TeleService, iStore, and other Oracle CRM applications.  Measure Performance Manage contact center performance with web-based analytics. 19 - Service

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Information Technology Strategic Business Plan Information Drives Customer Service Success Oracle E-Business Suite family of Service Applications provides true information-driven customer service— service that enables your agents and technicians to meet and exceed customer expectations by empowering them with information that is consistent, accurate, and actionable. Through comprehensive integration of service delivery channels including web-self service, agent-assisted service via the contact center, and field service, Oracle Service provides a single, robust platform for managing service-related information and processes. Oracle's unique approach to customer service positions organizations to drive revenue through up-sell and crosssell, cut service operating costs, and improve the overall effectiveness of customer service operations. Seamless Integration, Complete Flexibility Oracle Service is part of the Oracle E-Business Suite, integrating with other E-Business Suite applications, including Oracle Sales and Oracle Marketing. Implement one or several application families — or implement the complete Oracle E-Business Suite for the fastest way to highquality enterprise information. 20 - iReceivables Oracle® iReceivables, an internet-based account management application, helps reduce the cost of billing and collections by providing a company's customers the ability to perform extensive inquiries, dispute bills, pay invoices and review account balances, all online. Bill disputes are automatically routed and processed, eliminating the need for intermediaries or paper-based claims management, allowing companies to save money, reduce processing time and improve customer service. Oracle iReceivables, tightly integrated with Oracle Receivables and Oracle iPayment, is part of the Oracle EBusiness Suite, an integrated set of applications that are engineered to work together. Drive Enterprise Profitability with Self-Service Transaction Processing Oracle self-service Web applications provide secure access to business processes via the Web. Using self-service to change the way transactions are conducted is a key element in operating as an e-business. Selfservice allows you to put control in the hands of the transaction owner who has the best knowledge to initiate and monitor the transaction. This allows you to streamline your internal and external processes. With Oracle iReceivables, internal and external users can look at account information, print transactions, dispute, and pay invoices from a standard browser. The selfservice access to customer account information replaces most internal and external calls to credit and collections departments. Online transaction presentment is a convenient way for customers to check their balance and reconcile their records. Serve Both External and Internal Users

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Information Technology Strategic Business Plan Oracle iReceivables is designed to meet the needs of both internal (for example, sales representatives, collections agents, or upper level management) and external (for example, customers or partners) users. External users will get to the Home page, tailored for their own accounts. Summarize Account Info in Home Page The Home page gives the user highlights and quick access to the summary information of their account. It shows transactions balances, aging information, discount alerts, and credit memo status change. The deploying company can also choose to give their customers access to additional information such as news, FAQs, and policies through a fully configurable region. Prompt Customer Payment via Online Aging External users can view the same aging information on the Home page as internal collectors see in Oracle Receivables. Customers are more likely to pay when they see their overdue amounts marked up in the overdue aging bucket, which may affect their credit and order limits. Customers can drill down to see the transaction details of each aging bucket. The deploying company can set up a display of different aging buckets for different external customers. Reduce Manual Administration with Self-Service User Registration External users can submit their own requests for a self-service user account to access Oracle iReceivables, eliminating the manual work of system administration for creating user accounts. Oracle iReceivables validates external users via the challenge-response model. Upon receiving the correct answer from the user, Oracle iReceivables forwards the request to internal administration for appro val. If the user‘s request is approved, a user account is created via the User Creation Workflow and the user receives an email with a username and password for the user accounts. 21 - iSupport Oracle iSupport enables you to provide a secure, self-service web portal that delivers self-service functionality to customers and employees 24/7. Its sophisticated knowledge management system provides the information needed to solve problems, manage product configurations, and track orders, payments, shipments, returns, and contracts. The result: you improve customer satisfaction while driving down service costs. Integrate and Streamline Your Service Processes Oracle iSupport is part of Oracle Service, and integrates seamlessly with other Service applications, including TeleService and Service Contracts. Oracle iSupport Lets You: Provide Solutions via Knowledge Management - Enable users to conduct basic or advanced searches across multiple repositories. Tailor knowledge base content to different user types. Track solution usefulness, then rank searches accordingly. CMEM IT Strategy - Ver 1 1.doc Page 71 of 203 12/6/2006

Information Technology Strategic Business Plan Drive Sales - Provide notifications about special events, product upgrades, and contract renewals on customer homepages. Speed Resolution for Complex Issues - Capture all critical data upfront via an option to require customers to answer key questions online before contacting an agent. Empower Large Customers to Manage Their Own Users - Enable customers to designate employees as administrators of their own user communities. Support Transactional Inquiries - Allow customers to access and search orders, invoices, payments, contracts, returns, and service requests. Permit customers to initiate product returns. 22 - EAM O racle E nterprise A sset M anagem ent (eA M ) is a new part o f O racle‘s 11 i E -Business suite that addresses the comprehensive maintenance requirements of asset intensive companies. This integrated tool is the only sophisticated eAM product available enabling organizations to create asset management strategies, as part of the whole enterprise operation, which optimize equipment utilization and production capacity, lower unit production costs and thereby improve Return on Investment (ROI). Oracle eAM is the most effective integrated tool available to companies today to improve their bottom line. Increased productivity and equipment efficiency is the basic tenet of effective asset management. Oracle eAM gives management the means to coordinate maintenance requirements with overall operation requirements. Oracle eAM helps companies avoid unplanned equipment shutdowns, schedule required maintenance at times that minimize interference with production output, and reduce the number and cost of equipment repairs by improving overall maintenance quality. Improving maintenance quality, workplace safety and ensuring regulatory compliance are also jointly achievable. Oracle eAM helps your company meet demanding regulatory compliance and shop floor safety by supporting dependent task planning, and by helping managers select the appropriately skilled and certified employees to complete the necessary maintenance work. In addition, Oracle eAM Document Management provides an easy to use library for safety documents such as hazardous materials, drawings, specifications and MSDS sheets. In addition, the library can be used to store procedures such as Tagout, and special handling. Oracle eAM seamlessly integrates with other Oracle Supply Chain and Financial applications such as: Inventory, Bills of Materials, Work in Progress, Quality, Cost Management, Project Manufacturing, Fixed Assets, Property Management, Manufacturing Scheduling, MPS/MRP, and core HR (as shared install) for employee definition and skill search. This unique integration to extensive enterprise applications improves overall organization efficiency. Oracle eAM provides extensive functionality in the following areas: CMEM IT Strategy - Ver 1 1.doc Page 72 of 203 12/6/2006

Information Technology Strategic Business Plan  Asset Management  Work Management  Self Service Maintenance 23 - Treasury Oracle Treasury is a comprehensive solution for managing global treasury operations with improved efficiency, profitability, and control. Integrate and Streamline Your Financials Processes Oracle Treasury is part of the Oracle Financials family of applications, and integrates seamlessly with other Financials applications, including Cash Management, Receivables, Payables, General Ledger and Payroll. Benefits  Increase Cash Visibility and Manage Exposures Integrate with applications across your enterprise, including Receivables and Payables, and utilize robust treasury intelligence to view real-time cash positions and forecasts and make better hedging decisions.  Improve Processes at a Lower Cost Automate and simplify deal administration, performing straight-through processing and enforcing security and limit controls.  Secure and Control Treasury Operations Centralize treasury operations and use a single source of data for vital cash and treasury information. 24 – Procurement Contracts Oracle Procurement Contracts is the enterprise application that creates and enforces better purchasing contracts. It is a key component of Oracle Advanced Procurement, the integrated suite that dramatically cuts all supply management costs. Despite the importance of contracts governing supplier relationships and the huge sums of money involved, the process of managing contracts is error-prone and lacks meaningful controls. Unfortunately, without proper oversight, contract negotiations can be lengthy and unpredictable — and the resulting contracts can expose an organization to risk. And even the best contracts can fail to deliver the expected savings because o f an organizatio n‘s inability to drive enforcement. Oracle Procurement Contracts allows you to take control of your contract lifecycle, from authoring and negotiation through implementation, enforcement, evaluation, and closeout. Business stakeholders, procurement experts, and legal professionals can quickly author contracts that comply with corporate standards. Plus, your company can measure compliance to ensure that negotiated savings hit the bottom line. Integrate and Streamline Your Procurement Processes

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Information Technology Strategic Business Plan Oracle Procurement Contracts, part of the Oracle Advanced Procurement suite, integrates seamlessly with other Procurement applications, including Oracle Sourcing and Oracle Purchasing Oracle Procurement Contracts Lets You:  Standardize Contract Processes Create quality contracts faster and reduce risk by implementing enterprise standards, policies that govern their use, and tools to allow flexible administration.  Reduce Time-to-Contract Cut negotiation-cycle time with a flexible workflow and revision process that makes legal and commercial terms immediately visible to selected parties.  Drive Contract Compliance Track compliance and review the contract details throughout the entire contract lifecycle. 25 - Sourcing Oracle Sourcing is the enterprise application that drives more and better sourcing through online collaboration and negotiation. It is a key component of Oracle Advanced Procurement, the integrated suite that can dramatically cut all supply management costs. Because strategic sourcing is typically time-consuming and complex, few organizations are able to exploit all available sourcing opportunities. Oracle Sourcing increases the sourcing bandwidth of procurement professionals, so they can exploit many more savings opportunities and capture more value from each. Online collaboration and negotiation makes it easy for experts from multiple organizations to exchange information, define requirements, conduct negotiation, and create new contracts. Buying professionals, business experts, and suppliers can all collaborate to create agreements that provide the best terms. Integrate and Streamline Your Procurement Processes Oracle Sourcing, part of the Oracle Advanced Procurement suite, integrates seamlessly with other Oracle applications, including Procurement Contracts, iProcurement, and Purchasing. Oracle Sourcing Lets You:  Source More of Your Spend Manage more sourcing events in less time and bring them to conclusion faster, so you can exploit additional savings opportunities.  Source for Lowest Total Cost Make more best-value award decisions based on total cost, not just on unit price.  Create Immediate and Long-Term Savings Create immediate savings and faster ROI with rapid deployment; then gain additional savings with consistent execution through the Oracle Advanced Procurement suite. 26 - iSupplier

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Information Technology Strategic Business Plan

Oracle® iSupplier Portal is the enterprise application that structures all supplier communication through a secure, Internet-based portal. It is a key component of Oracle® Advanced Procurement, the integrated suite that dramatically cuts all supply management costs. Lower Costs and Improve Supplier Service with Online Collaboration Phone calls, faxes and emails with suppliers waste time, introduce errors and create latency in your supply chain. Oracle iSupplier Portal makes you and your suppliers more efficient with a powerful platform for online collaboration. Suppliers access the latest information including purchase orders, delivery information and payment status. The rich two-way collaboration enables suppliers to submit change requests, ship notices, payments and profile data. You get better service, lower processing costs and relief from routine supplier inquiries. So your buying organization has time to focus on what really matters – getting more savings. Using Oracle iSupplier Portal you can:  • C reate clo sed -loop purchase order collaboration  • S im p lify fu lfillm ent and paym ent  • E fficiently ram p and m aintain supp liers iSupplier Portal provides self-service access to order, shipment and billing information 27 - Oracle Business Intelligence Discoverer Discoverer is an intuitive ad-hoc query, reporting, analysis, and Web-publishing tool that empowers business users at all levels of the organization to gain immediate access to information from data marts, data warehouses, online transaction processing systems and Oracle E-Business Suite. The latest release of Oracle Business Intelligence Discoverer 10g offers exciting new functionality, including an integrated reporting and analysis interface for relational and multidimensional (OLAP) data. 29 - Daily Business Intelligence for Procurement Oracle Daily Business Intelligence for Procurement is a web-based analysis and reporting tool designed to identify savings opportunities and track supplier performance. Web-based reports enable managers to view spending details, analyze procurement data, measure performance, and develop strategies for increased savings. Stakeholders can also receive notifications when out-oftolerance levels are reached. Oracle Daily Business Intelligence for Procurement is part of both Oracle Procurement and Oracle Corporate Performance Management, and integrates seamlessly with other Procurement and Corporate Performance Management applications, including Purchasing and Sourcing. CMEM IT Strategy - Ver 1 1.doc Page 75 of 203 12/6/2006

Information Technology Strategic Business Plan

Oracle Daily Business Intelligence for Procurement Lets You:  Identify Savings Opportunities o Automatically receive summaries of raw purchasing transactions. Gain timely insight into spending patterns and trends.  Define Clear Management Objectives o Establish target tolerance levels. Set exception limits. Define workflow processes that trigger notification alerts.  Ensure Compliance o Targets maverick buying. Identify purchases made without an existing contract.  Monitor Supplier Performance o Analyze supplier cost, quality, and delivery performance. Identify most efficient and reliable trading partners. 30 – HR Intelligence Oracle® Daily Business Intelligence (DBI) for HRMS is an interactive, self-service management reporting tool for executives and managers whose responsibilities include all aspects of human resources management, including HR, compensation and benefits, payroll, recruitment and learning. It offers enhanced visibility of factors influencing workforce effectiveness by providing enterprise-wide performance information daily. It enables line managers and HR professionals to identify potential issues as they emerge, and address them before they escalate into real problems. DBI is part of the Oracle® E-Business Suite, an integrated set of applications, which is designed to transform your business into an e-business. Understand And Improve Workforce Performance The workforce is the most volatile of business resources, subject to change imposed by economic cycles, demographics, work-life balance, and ever-increasing legislation. Oracle Daily Business Intelligence for HRMS provides top down enterprise metrics and analytics for any line manager conducting people management activities. DBI for HRMS is a comprehensive reporting solution that provides detailed trend and point in time analysis of the movements of people and salaries against budgets, enabling each manager to exert a tight control on people costs throughout the reporting line. Using DBI for HRMS, managers have rich, integrated and up to the day information to understand and anticipate trends, and to intervene when workforce capacity will fall short of demand. DBI for HRMS provides a collection of workforce management indicators, daily aggregated information with actionable details and trends, as well as multi-dimensional analysis and period to date comparisons. It provides key metrics for tracking trends, changes and exceptions in employee turnover, salary levels and headcount against allocated budgets . It compares HRMS

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Information Technology Strategic Business Plan measures, as absolute totals and as changes, for a period-to-date against the previous period or the previous year. By enabling both the date of the view and the duration of the period over which data is displayed to be selected, the user can focus on a particular period in time, for instance to look at seasonal changes, or can look at macro changes occurring over longer periods of time. 31 - Service Intelligence Get true daily business intelligence with Oracle E-Business Intelligence, a set of reporting and analysis applications that deliver accurate, timely, actionable information to your executives, managers, and front-line workers. Oracle Daily Business Intelligence applications are embedded into Oracle Financials, Human Resources, SCM, CRM, and Projects transactional applications and are ready to run, requiring minimal setup. With a radically simplified architecture and a single data model for a single source of truth, Oracle Daily Business Intelligence delivers greater business insight to end-users faster and at dramatically lower cost than any other reporting solution in the market. 32 - Balanced Scorecard Oracle Balanced Scorecard aligns management actions with corporate strategy by placing key performance indicators on managers' desktops. Custom, graphical scorecards display performance results and let users click on any indicator to perform more detailed analysis. Users can also navigate to any related function of the system to take corrective action as necessary. As a result, managers clearly see how their decisions impact both their direct area of responsibility and overall organizational strategy. Oracle Balanced Scorecard Lets You:  Monitor Achievement Compare performance against industry peers, internal plans or budgets, historical data, and more. Analyze performance by business unit, product, geography, sales channel, and more.  Enable Strategic Feedback Enable employees to collaborate on root cause analysis and corrective action plans. Capture feedback automatically in a knowledge repository to support organizational learning.  Integrate with Oracle Daily Business Intelligence Draw on more than 250 pre-built KPIs on custom dashboards and drill-down reports. Speed implementation and reporting with KPIs that are already mapped to E-Business Suite tables.  Ensure Security

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Information Technology Strategic Business Plan Enable users to view specific scorecards, reports, and data according to their role. Control the level of detail at which scorecards and reports are delivered.  Speed Implementation Create scorecards and reports via design tools with intuitive flows. Enable multiple users to develop scorecards and reports concurrently. Enable phased deployments. 33 – Financial Statement Generator This is part of the standard (built-in) functionality. The reporting functionality allows Finance to create basic ad-hoc reports. This is a standard component of Oracle Financials. This component is highlighted on the chart to identify one of the avenues by which data can be retrieved from the Oracle system. This is one of the data reporting/extract tools that an end-user has available. 34 – File Export This is part of the standard (built-in) functionality. This is a standard reporting/extraction tool that Oracle Application provides. This allows for a user to export to MS Excel a selection of records based on query criteria. This is NOT a separate module.

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Information Technology Strategic Business Plan

Oracle Phase I and II Implementation Assessment
The City of Memphis is currently using the integrated Oracle Enterprise Resource Planning (ERP) System (11.5.10) to perform all key financial, human resources and payroll functions. This assessment:  Examined the current system focusing on the reporting methodologies used to produce reports, queries, and interfaces.  Reviewed requirements and business practices developed during the implementation of the legacy system  Ascertained the effectiveness of report specifications used to develop information management tools currently being used in Oracle  Was based on interviews and feedback from the City Comptroller, Deputy ComptrollerAccounting, ACS technical staff and end users.

Phase I – Oracle Financial Modules Assessment
The City has used Oracle systems since June of 2004 to perform financial functions. A number of issues and problems have surfaced related to capturing and reporting financial data. 1. Tax System & General Ledger (GL) Interface The current Tax System; Revenue Systems Inc. (RSI) was implemented six years ago but it was never interfaced to the General Ledger (GL). The Finance Department requires daily revenue updates to properly post tax assessments. When the process which assigns tax assessments to the proper GL accounts is run; the system pro duces w hat is referred to as a ―B ad F ile‖. T he bad file is inco rrect because the acco unting structure in RSI is not synchronized with the accounting structure in the Oracle General Ledger. The bad file must be modified manually and placed into a locally developed interface known as the ―Matrix‖ develo ped in Janu ary 2005. This process stores information in an intermediate table with fields related to Tax Type, Transaction Type, Tax Fund, General Ledger Fund, and Detail Transaction Type. In addition there are fields that indicate whether a transaction should be debited or credited and a field for positive and negative values. Once transactions are entered into the Matrix they are transmitted to the GL. The Division has not been able to enter all of the transactions into the Matrix due to staffing issues and the skills required to record the proper transactions. When all transactions are

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Information Technology Strategic Business Plan entered into the M atrix, the ―B ad F ile‖ w ill no lo nger exist eliminating the need to maintain two files and to continue making manual entries. Recommendation: Automate the process to facilitate direct upload to the GL without manual intervention (see Figures 15 and 16 below). NOTE: This is a component of Oracle Phase III. The majority of transactions not entered into the Matrix are transfers. A concerted effort needs to be made to get all outstanding transactions entered. In order to expedite this process the Division may need to train additional resources and familiarize those resources with the procedural anomalies to accomplish this task.

Figure 15: Current Oracle Interface Environment

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Information Technology Strategic Business Plan

Figure 16: Proposed Oracle Interface Environment

2. Accounts Receivable/Cash Management The cash management module is currently operational in the Oracle system. However, when entering an AR transaction, each individual transaction receives the same receipt number for different customers. And, when the transaction detail is sent to the bank, a single transaction with the consolidated amount is sent. Then, when the bank processes this transaction and sends back the statement, the statement will have just a single transaction with the consolidated amount. The Cash Management module, during auto reconciliation process, looks for the matching transaction number, date and the amount (all three to match) in both Cash Management and AR. The reconciliation cannot be done since the AR transactions are available as broken transactions while Cash Management has a single transaction with a consolidated amount. Manual workarounds have not been successful.

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Information Technology Strategic Business Plan Recommendation: Set the batch option in Cash management and change the business process to create a batch with the same transaction number that would hold the consolidated amount for all the broken amounts. Then auto reconcile this batch transaction with the bank transaction. T he A C S technical team has reached an agreem ent w ith F inance to im p lem ent new ―B atch business pro cess‖ to reco ncile o ne to m any cash and check receipts. A C S w ill pro vide training documentation with screenshots, setup test scenarios and assist in the training for the users. In addition, ACS is working with the city to develop processes to handle other receipt type which are currently excluded from the batch process. This includes credit card, TVB, and Treasury transactions. NOTE: This is a component of Oracle Phase III. 3. Grant Reports There were inaccurate Reports in Grants Management module. This was due to a combination of incorrect design (i.e., wrong tables) and failure of users to test reports which resulted in production of duplicate data. The reports were first designed to return data based upon GL dates which caused the financial analyst to double the drawdown. A different Grant reports was developed based on Project Accounting dates. This report resolved the problem and is in production. Users have been instructed how to verify reports data against actual totals in the system. Recommendation: The City of Memphis should only use the Production Grant reports by Project Accounting Date and verify totals against totals in the system. The ACS support analyst should monitor the process to ensure the reports are working as purported through all possible scenarios.  ACS Staff needs to complete due diligence in providing Quality Testing before delivering of reports to UAT.  Responsibility for validating the report on all business scenarios remains with the original requestor.  Deviation from the original specification could cause oversight in the testing process and delay the delivery of the reports. Although ACS currently accommodates such changes to for users in report development, the Super users should not allow for departures from the original specification without revisiting (and modifying as necessary) the original estimates.

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Information Technology Strategic Business Plan 4. Accounts Receivable Payments that come through the Accounts Receivable system to reduce expenses require manual intervention to produce proper report results. The Oracle Accounts Receivables module does not have an open interface to the Grants Management module. This limitation causes the Managers Report to be understated because the Accounts Receivable payments/expenses data is not reflected in the Grants reporting. Recommendation: A custom query or reports can be written by the technical support staff to capture this information. The ACS technical support team is working on a solution to have open interface between the Grants Management module and Accounts Receivable module. 5. Fixed Assets The conversion of accumulated depreciations was not completely verified. This oversight caused the system to take a one-time depreciation of items that were previously depreciated in IFAS (the legacy system). This overstated depreciation in Oracle and caused inaccurate reporting. In addition, the monthly GASB 34 reclassification entries do not always post accurately requiring manual intervention. Also, the city does not currently have a controlling authority to manage the assets of the city, as well as the validation of the current inventory of assets within Oracle and their respective depreciation values. Recommendations: The system performed correctly by calculating depreciation when conditions were appropriate. Had the conversion file been completely validated, this problem would not have taken place. The accumulated depreciation data has since been corrected in Oracle so this will not be a problem going forward. The Governmental Accounting Standards Board (GASB) Statement Number 34, entitled ‗B asic F inancial S tatem ents – and M anagem ent‘s D iscussio n and A nalysis – for State and L o cal G o vernm ent‘, establishes acco unting and financial repo rting standards fo r general purpose external financial reporting by state and local governments. The area of greatest impact is in determining how data should be captured as it relates to the reporting of transactions relative to acquisition, disposal and retirement of assets. CMEM IT Strategy - Ver 1 1.doc Page 83 of 203 12/6/2006

Information Technology Strategic Business Plan GASB Requirements There are five issues concerning the functionality of Oracle Assets as it relates to the requirements. The GASB34 guidelines are being observed by the Oracle implementation at the City of Memphis, either through standard functionality or through custom programs. 1. Requirement to record assets in the General Fixed Assets Group of Accounts Fund regardless of the fund used to purchase the asset unless the assets are for proprietary funds. This is done through custom programs. 2. Requirement to be able to track the original fund and division used to purchase the asset for reporting purposes. This is done through the use of a descriptive flex field. 3. Requirement that the capital outlay expenditure accounts reflect the reduction in funds available for budgetary purposes. This is done through the use of a custom program (Oracle program) which will create a re-class journal entry. 4. Requirement to record the depreciation expense and prepare financial statements based upon both the Modified Accrual Basis and the Full Accrual Basis for GASB 34. For the Full Accrual Basis, the Fund Balance is reflected as Net Assets. Net Assets equals Fund Balance plus Fixed Assets less Accumulated Depreciation. Part of Standard and custom functionality 5. Requirement to remove the asset from the General Fixed Asset Group of Accounts Fund when the asset is retired. - Part of Standard functionality All the above GASb34 requirements are being adhered in the Fixed Assets system with the Oracle implementation. Requirement No.3 was satisfied by Oracle by delivering a custom program. To effectively run the custom program, cross reference table was created with all required GL Account combinations. During a couple of month – end closings, the Re-class program has failed to perform all the required journal entries. Journals were created manually into GL. Recommendation: This process needs to be totally automated by analyzing the data issues involved. To this point, data integrity has been maintained and standards were followed with manual intervention whenever deemed necessary. The city also needs to take ownership of the asset management process outside of the Oracle system. It needs to be ensured if the accurate Asset Cost and Depreciation Reserve is reflected in the Balance Sheet. This will provide clear direction and the authoritative ability to correct the inventory and depreciation of assets within the system.

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Information Technology Strategic Business Plan 6. General Ledger Reports The General Ledger reports are not currently efficient due to:  The configuration of the current process used that requires the user to enter a date one day before the actual report Beginning Period date in the report parameters if information from the previous period is required.  All reports are not consistent - some reports require the Balance Forward date and others do not. Consequently, some users omit the balance forward date and the report returned is inaccurate.  So m e repo rts defau lt the unallo cated service center w hile o ther do n‘t. W hen this occurs the results of some reports are inaccurate.  Some of the Oracle reports do not allow a simple change of parameter to run the reports using another dimension. This is in part due to the integrated nature of the Oracle ERP system. Oracle is a process driven software and requires the user to run various processes to produce reports user requires. Some of the processes that support the GL are in other modules that feed into GL. For this reason the individual reports need to be run to process the data that feeds into intermediate tables that are uploaded to the GL. When the City of Memphis was using IFAS, most reports could be run by simply changing one report parameter. The City of Memphis would like similar functionality; wherever possible. Recommendation A review of financials reports with the end users and the ACS support analyst should be completed. This review should focus on the reports that could be modified to use a change in parameters to return the desired results. Additional training may be required to establish best practices for running reports. Some Financial reports have been identified as ineffective due to performance and use and have since been modified. Oracle reports are rigid in layout and output formats. The use of Discoverer will enable dynamic report creation and provide more flexibility. 7. Revenue Sources for the City of Memphis The primary source for revenue for the City of Memphis is through taxation. All the systems the City of Memphis uses for the collection of revenues are not fully integrated without manual interventions. Tax revenues are not processed through Oracle Accounts Receivable. Tax revenues are uploaded directly into the GL with significant manual interventions.

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Information Technology Strategic Business Plan Other sources of revenue are not processed through the GL because they do not require a deposit slip including transactions such as:  Traffic violations or  Credit card transaction. These revenues are posted monthly rather than daily. They are not processed through AR but entered directly into the GL. Recommendation: Fully identify all the City revenue sources and ensure complete automation and integration of all the interfaces. The Mayor, City Council, CAO, CFO and Director of Finance should be able know how much revenue is collected at any point. A full integration of all revenue systems is required to accomplish this task. As mentioned in the Accounts Receivable/Cash Management section, ACS is currently working to help the city develop a process for automating these receipts from Treasury directly into Accounts Receivable. NOTE: This is a component of Oracle Phase III. 8. Public Sector Budgeting The required functionality (the basic essentials) is not all present in the PSB system. There are several basic functionality features that PSB currently cannot support. Some of these difficulties include:  In order to calculate an accurate forecast, the filled/vacancy dates for each position all year must be completed on the position worksheet screen. This is impossible for a large Division.  Complement data has not been accurate.  All vacant position salaries are in at entry. Divisions need easier access to adjust salaries. Also, one full-time, permanent employee had an incorrect salary of over $200,000.00. There are also problems with the step increases.  When employees retire, the positions were being deleted from PSB. It‘s very d ifficu lt (in the module) to get these positions added - it requires both Budget and Data Management to have the positions added back to the complement.  Some employees who have been separated from Payroll are being shown as active.  PSB calculates line items differently when there is an Encumbrance. Sometimes the number that is keyed in PSB is not the number that ends up on the report. The screen will show a different number than the report.

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Information Technology Strategic Business Plan In addition, the PSB setups and global worksheet must be redone because it was implemented incorrectly by Oracle. There was no Super Users participation in the implementation of this module. As a result, knowledge transfer and user acceptance/adoption was extremely slow or did not take place. PSB was never tested by the Divisions and everyone had problems with many of the calculations. There should always be a parallel with the old system to make sure calculations are accurate. Recommendation: Resolution of the basic functionality limitations with system modifications must be made where possible. For the remaining issues, investigate implementing process and procedure workarounds. Continuous training for all PSB users and increase budget office staff is necessary in order to accelerate the adoption of this module. The responsibility for validating data and reports as well as testing the system does not solely rest on the Budget Office. Support from major Divisions who input budget information should be accepted as a way to share responsibility. Training should be provided to all Divisions on specific instructions prior to the commencement of the Budget cycle. 9. Procurement Contracts During product demo, Oracle promised functionality that did not exist at the time Oracle Financials implementations began. Oracle currently has this full functionality available and the City of Memphis has provided Oracle with requested requirements. Recommendations: The City of Memphis has requested that Oracle Consulting Services supply the consultants to implement this module.

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Phase I Financial Summary - SWOT
        

Strengths
Employees have some experience (1 year) exposed to applications so some familiarity exists. Most responsibilities regarding the various modules have been assigned and clearly stated. Experienced City staff (Finance Division users) to work with Oracle staff to develop/implement training program Modules/capabilities we have not had before i.e. Receivables, MLGW interface, Cash Management Auto Reconciliation On-line Requisition Approval Tracking Inquiry Drill-down Capabilities PSB technical support (9/05) implemented fixes and provided knowledge base that allowed preparation of requirements. Grants module allows the capture of expenses at the award level, prepare fiscal year and inception to date financial reports, and generate invoices based on grant expenditures Grants interface with general ledger and accounts receivable.

          

Weaknesses
Lack of technical knowledge of full capabilities of system. Consulting staff had limited ability to define processes and to adjust many current practices and procedures to fit Oracle ―best practices‖ Loss of key personnel who developed and gained knowledge of our application setups. Lack of willingness to adapt to the Oracle data forms and terminology and transferring to our business rules Negative perception of the Oracle system by end users Current configuration of Oracle components – the specialization or customization for particular modules can affect integration of modules or the efficiency of all modules working together Reporting capabilities are not efficient enough yet to handle th e users‘ daily needs Data entry for several modules is labor intensive In budget, standard Oracle functionality uses total amounts as the basis for forecasting instead of calculating the total amount based on actual quarterly amounts plus anticipated spending in the remaining quarters Grants budget does not interface to the GL PSB User Acceptance Testing was done too late to increase comfort with the system.

     

Opportunities
Recruit and utilize outside resources with specific knowledge of Oracle applications capabilities. To work with representatives of each Division to get a clear understanding of how they use the Oracle system and what their needs are Opportunity to complete all interfaces proposed during implementation Integrate the new Treasury system The user community can become more involved in ad hoc report writing Utilize DFI (Intelligence) capabilities & KPIs to resolve inquiry requests quickly.

    

Threats
Lack of revenue to fund additional resources and needed support for system Bargaining units and other outside entities may not buy in to changes in policies/procedures that are dictated by O racle ―best practices‖ The procurement contracts module may not function as the Purchasing department needs it to. If not, there will be no way to track contracts. The approval process may not completely function as needed if the issues with positions do not get resolved. PSB lacks elements of the basic functionality available in the previous system to support the budget process.

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Phase II – Oracle HR Modules Assessment
1. iRecruitment Although successfully implemented, the challenge is how to expand processes and functions in order to be able to use the iRecruitment module more effectively. Recommendation:     Implement remaining functionality of Sigma Application into Oracle IRecruitment R ecru it tem po rary vacancy‘s thro ugh iR ecru itm ent Start using Oracle Self Service and iRecruitment for City Employees Establish a public URL for Oracle Self Service

NOTE: This is a component of Oracle Phase III. 2. Oracle Advanced Benefits Information in the old system that was converted created problems. The difficulties that exist are based on the data rather than the Oracle system functionality. Procedures that were developed are working as expected for new people as well. The integrated nature of the system can work in both positive and negative ways – for example, problems in Data Management & Recruiting can throw OAB off. In a similar way, problems with OAB data will affect Payroll. Recommendation:  Implement SSHRMS (Self-Service HRMS), so that super users, users and even end users could run their events,  Make elections; add dependents etc. from web browser by making it easy for super users/users which they now access it from Oracle Forms.  Assign Literature Kit for every Life Event in OAB for better tracking.  Clean the Temporal to avoid unnecessary event detections. 3. Oracle Time and Labor (OTL) Security Issues- timekeepers having access to reports that may accidentally be run. Access to printers that are not in their work station

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Information Technology Strategic Business Plan Timekeepers throughout the City do enter, save and submit their own time. However, they do not always run the batch proofs and make corrections. Public Works and Public Service are Divisions that decided to keep the keying of payroll centralized which may not be the most efficient way to utilize the system. Recommendation:  Have Timekeepers take more responsibility to run validation process to check for errors.  Determine and implement the most effective approach to utilizing OTL across all City Divisions. 4. HR Self Service Self Service module allows all employees to check their paychecks and benefits online with their PCs, Laptops, PDA etc. This module is implemented but is not being used due to a combination of technical, setup, and training issues. HR Self Service requires that all employees have a supervisor assignment so that training classes can be approved on-line by the supervisor. Maintaining this data is a major task to setup and maintain. Recommendation:  Determine how to effectively train over 6,000 employees to use SS  Determine how to setup and maintain supervisor assignment data, especially when employees are transferred many times (ex. Police employees). NOTE: This is a component of Oracle Phase III. 5. HR/Payroll The HR system was set-up without recognition that PSB would also be used. The set-up impacts how PSB affects Position Control. Although the HR system works well, there are still a number of functional and performance difficulties including:  Employees cannot access their Attendance Records in order to answer questions about Bonus Days.  Duplicate Social Security Numbers cannot be corrected.  The System is very slow when moving from one employee to another within a location.  Information shown on the Time Entry Validation Report does not appear on the Employee Statement of Earnings.

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Information Technology Strategic Business Plan  Reports must be copied to MS excel to be able to email to other locations.  Corrections or adjustments cannot be validated on-line. Payroll processes require excessive run time:  External Archive Process – has grown from 45 minutes to 6 hours.  Gross to Net Report – PDF file cannot be opened requiring running an old version that takes more than 2 hours. Recommendations:  A back-up and cross-training program should be set-up for all of the HR/Payroll modules. This should initially focus on closely coupled modules such as between OTL and Payroll systems. This must be under constant review in order to ensure adequate backup.  Operational Performance Tracking & Reporting should become more formalized. Open TARS and performance issues should be managed and reported to a standard distribution of Super-users on a weekly (or bi-weekly) basis.  Resolve set-up hierarchies consistently among all affected Oracle modules. NOTE: This is a component of Oracle Phase III. 6. Oracle Learning Management Oracle Learning Management alias (Oracle Training Administration) allows employees to view QPD Training Catalog and request enrollment in QPD Training classes. Oracle Learning Management:  Is not being used because of supervisor assignment data is not correct in the system.  Has one level hierarchy that is not consistent with employees who require supervisor assignment and cannot approve. Recommendations:
 

Determine how to effectively train over 6,000 employees to use OLM Determine how to setup and maintain supervisor assignment data, especially when employees are transferred many times (ex. Police employees).

7. Procedures, Processes & Policies When Phase II was launched, a resource was to be responsible for documenting the system procedures for payroll and human resources in Tutor Publisher and Tutor Author. T he too l‘s capabilities enable the monitoring of any procedural changes and archiving so that mistakes and/or issues are not duplicated in the future.

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Information Technology Strategic Business Plan From the documented procedures, processes would be determined and polices established accordingly; training would be conducted from these three topics. Procedural manuals were supposed to be published on the intranet for each service center and a master manual would also be made available to each SME. Recommendations:


Complete all documentation, processes and procedures to support Oracle HR/Payroll

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Phase II HR Summary - SWOT
    

Strengths
Payroll implementation went very well Employees have some experience (1 year) exposed to applications so some familiarity exists. Most responsibilities regarding the various modules have been assigned and clearly stated. Procedures that were developed are working as expected for new people as well. Integrated nature of Oracle system works well with HR/Payroll

    

Weaknesses
Information in the old system that was converted created problems. The difficulties that exist are based on the data rather than the Oracle system functionality. Current configuration of Oracle components – the specialization or customization for particular modules can affect integration of modules or the efficiency of all modules working together Reporting capabilities are not efficient enough yet to handle the user com m unity‘s daily n eeds Data entry for several modules is labor intensive

     

Opportunities
Recruit and utilize outside resources with specific knowledge of Oracle applications capabilities. Self-Service modules offer cost saving opportunities – but have not been implemented. Embrace technological changes including electronic forms, on-demand applications, and employee self-service modules. To work with representatives of each Division to get a clear understanding of how they use the Oracle system and what their needs are Opportunity for the user community to become more involved in ad hoc report writing Utilize HR & Payroll Intelligence capabilities & KPIs to manage the function and to resolve inquiry requests quickly.



Threats
The integrated nature of the system can work in both positive and negative ways – for example, problems in Data Management & Recruiting can throw OAB off. In a similar way, problems with OAB data will affect Payroll and position and hierarchy definitions affect Finance. Limited Super-User coverage and back-up The payroll process is degrading each time it runs. There is a real threat that the payroll will be late if the problems causing the degradation do not get resolved soon..

 

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Findings with Other Oracle Modules:
1. Global setups The standard requirements for an Oracle environment setup is: For government entity - set INDUSTRY to Public Sector For corporations - set INDUSTRY to Commercial. The Oracle implementer set the INDUSTRY to Commercial instead of Public Sector for the City of Memphis. Recommendation:  Resolve with Oracle.  Determine the overall implications of this setup – for example – the Funds Management capability of Daily Financial Intelligence could NOT be set up because our Oracle environment was set to Commercial instead of Public Sector. It is unclear what impact this setup has on future upgrades and further Oracle products deployments. NOTE: This is a component of Oracle Phase III. 2. CRM The Oracle Customer Relationship Management has been implemented for t he M ayor‘s
Citizen Service Center.

The benefits include:  Faster responses to citizen calls,  Tracking of service requests from start to finish,  Automated generation of letters and responses to the citizen, and  Simplified routing of service requests between multiple agencies. Recommendation:  Roll-out this service City-Wide. NOTE: This is a component of Oracle Phase III. 3. Balanced Scorecard

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Information Technology Strategic Business Plan

The Balanced Scorecard is an Oracle management system that enables organizations to clarify their strategy and translate into action. It provides managers with a clear means to track and understanding of how their decisions impact their direct area of responsibility and overall division and City strategy. M easurem ent is critical to the C ity‘s F iscal R eco very P lan and o ngo ing im pro vem ent. Financials Intelligence and Account Payables Intelligence were implemented into production on December 19, 2005 to selected group of users in Finance Division. Recommendation:  Implement HR Intelligence, Purchase Intelligence and Service Intelligence.  Implement the D ivisio n‘s K ey P erfo rm ance Ind icato rs thro ugh B alanced S co recard to integrate the Oracle and non-Oracle measures. NOTE: This is a component of Oracle Phase III. 4. Enterprise Asset Management This module is not yet implemented because of lack of funding. Oracle Enterprise Asset Management (Oracle eAM) supports sophisticated, condition-based maintenance strategies for property, plants, and public infrastructure. O racle eA M ‘s sing le-instance design ensures best practices and quality compliance globally, eliminates excess and obsolete spare parts inventories, promotes environmental, health and safety policies, smoothes coordination of production and maintenance schedules, and improves both the responsiveness and accuracy of contracted maintenance. Recommendation:  Implement Oracle EAM - integrated w ith the C ity‘s system s thereby creating extensive savings. NOTE: This is a component of Oracle Phase III 5. Code Optimization Code Optimization refers to the procedures and resources necessary to delve into custom code in Oracle applications and reports in order to improve performance and efficiency. Since the Oracle eBusiness System at the City of Memphis was implemented by several development teams, the programs and reports often adhere to different and disparate CMEM IT Strategy - Ver 1 1.doc Page 95 of 203 12/6/2006

Information Technology Strategic Business Plan methodologies and practices. In some cases, custom code and reports contain redundant or inefficient programming loops. Recommendation: Analyze and, as necessary, rewrite existing programs to improve performance and efficiency. 6. Issue Reporting Process  W henever an issu e o ccurs, it is initially sent to o ne o f the city‘s O racle C o ordinato rs.  The Coordinator tries to resolve the issue, either directly or with the help of a subject matter expert.  If this issue cannot be resolved, it is sent to the Help Desk for a trouble ticket.  The log is kept on Sharepoint so that end-users can access to get an update at any time  ACS technical guidance is used to determine which resource on the Oracle team should be assigned to the ticket.  In the event the issue is still not resolved, it is then escalated to Oracle Support via a Service Request (SR).  Every two weeks an Oracle Issues Meeting is conducted. During this meeting, the issue log is reviewed, which contains all documented issues, and their updated status. This current process seems to work well for Finance and HR. However, involvement and communication with the Divisions on how this process works for non-core modules (BSC, CRM, and DBI) does not work as well. Recommendation: Develop and implement a consistent approach to Oracle Issue Management and Reporting. Ensure all users, including super users are following this process to ensure optima efficiency. 7. Super User Acceptance Recommendation: Super users need to:  Take more ownership  Be able to tro ublesho ot and fix m o st o f the ‗ro utine‘ issues. To supplement this process, review the demand level and, as necessary, develop multiple super users from key areas, as opposed to a primary and a backup.

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Balanced Scorecard, CRM, DBI & More Summary - SWOT
      

Strengths
Use of the Agent Dashboard allowed expansion to all Divisions - without additional cost Can validate addresses on Service Requests – This generated Significant savings by reducin g th e num ber/percen t of ―w asted trips‖ due to a b ad address Service Requests identify Ward/Precinct – key time-saver for Police & Fire Improved credibility since Request Resolution is now sent when action taken are verified Balanced Scorecard (BSC) provides critical information to increase effectiveness & efficiency BSC defined over 500 Key Performance Indicators (KPIs) within the Divisions Integration of EAM can lead to significant savings city-wide.

    

Weaknesses
Lack of technical knowledge of full capabilities of system. CRM customers expected needs to be fulfilled out-of-the-box CRM initial requirements were insufficient/incomplete – did not clarify interfaces to other Divisions Customers did not understand need for custom work Data provided through Intelligence modules is limited by the City defined hierarchies and operating structures defined in Oracle.

      

Opportunities
CRM can consolidate physical locations using one single system CRM & DBI are scalable. That is, it can handle far greater capacity – CRM is built for the volume of a 200 person Call Center. Service Requests History is available for analysis – don ‘t get lost Recruit and utilize outside resources with specific knowledge of Oracle applications capabilities. To work with representatives of each Division to get a clear understanding of how they use the Oracle system and what their needs are Opportunity to complete all BSC non-Oracle interfaces proposed during implementation Utilize existing Service Intelligence (CRM) and new capabilities EAM & BSC KPIs to manage the function and to resolve inquiry requests quickly.

   

Threats
Lack of revenue to fund additional resources and needed support for system Support for Knowledge Base information requires Technical staff support A dvan ced In boun d perform an ce (―S oft-P h on e‖) is tied to Oracle On Demand – this may limit efficiency Lack of management support to lead change based on measurement information.

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Lessons Learned – Oracle Phase I & II Implementation
The assessment of Oracle Phase I and Phase II identified a number of broad needs going forward: The lessons learned are grouped by each area of the assessment followed a set of general needs. Lessons Learned – Finance  Any future implementations should incorporate best business practices. The city basically replicated IFAS functionality in many cases instead of building upon the best business practices which are supported by Oracle Applications.  Any future implementations should require that ACS and the city take ownership in the implementation process. While a third party may perform the implementation, it should be under the constant direction of the City/ACS.  The City and ACS should always perform as much knowledge gathering as possible internally. This will help in the decision making process, and in questioning various methodologies/setups which are employed by the implementation party. For example, OCS told the city that they could use FND_Territories_TL to input locations. However, this table ho ld s S T A T E data and d id n‘t need to be m o d ified. O nce the city d id this, several procurement issues surfaced.  Adequate training of city users and ACS support staff is vital in any future implementations. Lessons Learned – HR/Payroll  Best business practices need to be incorporated when possible.  Adequate training for city and ACS staff  There must be involvement from the city, both at a user level and at a leadership level. This is vital for definitive decision making, which is a pre-requisite to a successful implementation.  V alidatio n o f co nversio n files w eren‘t do ne successfu lly during p hase II w hich caused major issues in OAB. This must be done correctly going forward.  A dequate testing o f interfaces w asn‘t do ne. T his m ust be do ne go ing fo rw ard to ensure that we have interfaces that work before we go live.  Setups must be validated by ACS and city personnel. 90% of the OAB issues were due to invalid setups done by OCS. Lessons Learned – Other  Report documentation needs to be very thorough for all custom reports.  Staff continuity must be developed on both the ACS side and the city side. This is necessary for sound decision making and for building the support/trust relationship between ACS and the city. There also needs to be continuity on the implementation party‘s side as w ell.

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Information Technology Strategic Business Plan Lessons Learned – General  Data Management & Validation – Resolve any existing data issues before conversion to an Oracle module. Complexities and uncertainties in dealing with a new (integrated) application ensure that the problems will be greater if not addressed.  Impact Analysis – It‘s critical to understand the im pact o f existing ―set-ups‖ overall and within other modules already implemented when developing requirements and implementation plans for new Oracle modules within an integrated system.  Parallel Testing – In addition to a UAT, the transition between systems may require a parallel test. This level of test can be used to confirm the conversion results, wherever possible, with a defined set of results between the original and replacement systems.  Need for a Single User Advocate – Oracle is an integrated system. Requirements and decision-making has not been easy particularly when modules cross functional and Divisional lines. In these circumstances, the Super-Users are not necessarily effective and the Vendor makes the decision by balancing needs.  Need for a Single Technical Architect – One or more individuals must understand the o verall fu nctio nal and technical im pact o f potential add itio ns and/o r changes to the C ity‘s integrated system.  Need for Measurement & Reporting – An initial measurement Baseline of the Oracle program (i.e., ―w here are w e‖) co upled w ith a set o f defined yearly and o verall T argets (i.e., ―w here are w e go ing‖, ―w hat do w e expect to save‖, etc.) sets the basis fo r co nsistent, perio d ic R epo rting (i.e., ―ho w are w e do ing‖).  Need for Management Oversight – Key individuals must receive and act on the Oracle program reporting data to keep success in focus and adjust as necessary.  Need for a Repository – All City related Oracle materials (i.e., Training documents, Procedures, Documented Processes, Management Reports) must be maintained under a single managed source (under version control) to ensure that the latest version of materials are available for use. This mechanism can also facilitate needs analysis to identify needed new or revised items. NOTE: This analysis will be further supplemented by a detailed SWOT Analysis that will be conducted with all Division staffs beginning in June 2006. (See Oracle Phase III Implementation)

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Oracle Phase III Implementation
Overview and Focus
The Oracle Phase III project provides additional needed functionality and addresses the issues and inefficiencies determined from the Phase I and II assessment as well the user resistance to adoption of the new technology. The Oracle Phase III implementation will address the inefficiencies raised in the Phase I and II assessment due to:  Inaccurate financial reporting,  Deficiencies in Users training,  Automation of inadequate system interfaces,  Procurement contracts,  Capturing revenue sources upload and  Outstanding reports  Lack of full integration of the Oracle ERP System. IS will work with the User community to:  Validate all outstanding Oracle Reports from Phase I & II  Formulate and publish an Action Plan to complete Oracle Reports  Support early delivery of key components o Training plan that incorporates SWOT analysis plus a 18 Month training schedule o Oracle Time and Labor, Data Management and Core Financial applications Training

Measurement Baseline
IS will establish a measurement baseline for each appropriate function in order to define the criteria to support ongoing reporting and ROI determination consistent with the following plan: 7. E stab lish b aselin e “criteria” an d fu n ction al exp ectation s b y O racle m od u le an d C ity business area(s)  Prior to initiation  Gain agreement by key stakeholders 8. Identify Current Values for: (Note: per requirements)  Processes and procedures  Duration of tasks  Effort of tasks  Cost of tasks (capital, etc.)  Staff levels

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Information Technology Strategic Business Plan  Current TCO by process 9. Develop Expected Outcomes  Savings – where and how  Process & procedure improvements  Other efficiency gains  New services & functionality  Impact on Citizens 10. Identify expected targets  Values  Time-frame 11. Develop Measuring System  Identify/Gather data/sources  Measure & chart formats  Period of reporting  Mechanisms to keep on track 12. Document Baseline Plan  Per module/overall  Gain approval

State of Technology – by Division
IS will conduct an assessment of each Division to identify and review opportunities for techno lo g y im pro vem ents as identified in the D irecto rs‘ R etreat. This assessment will also address the 51 non-system interfaces to Oracle. This detailed SWOT Analysis will be conducted with all Division staffs. Focus: Analyze The State Of Technology Across All City Divisions:  Gather and implement findings from Divisional SWOT analysis assessments in order to identify & quantify opportunities for improved efficiency & effectiveness  Assess & evaluate all the City system interfaces to Oracle systems in order to eliminate manual intervention  Develop a Consolidated Divisional Technology Baseline in order to determine & quantify savings & other improvements. Executive Sponsors: Robert Lipscomb, CFO, Darryl Anderson, CIO 1. E stab lish E valu ation B aselin e “C riteria & H u rd les”  By automation type (i.e., new, existing, merger/consolidation, etc.) and (as appropriate) City business area(s) CMEM IT Strategy - Ver 1 1.doc Page 101 of 203 12/6/2006

Information Technology Strategic Business Plan  Minimum Saving & other benefit levels & ROI timeframe  Gain agreement by Sponsors & key stakeholders 2. Develop Information Collection Approach & Expected Outcome(s)  Interview/Survey Worksheet  Divisions involved & Division contacts (Director + IS Liaison)  Completion criteria & completed Instrument sample  Result Report format 3. Identify & Assess Current Technology Opportunities – by Division  Current Manual Processes And Procedures (effort, duration, staffing, costs)  Current System Interfaces – Manual, Oracle, Non-Oracle  Potential Solution(s)  Impact of Automation (Savings, Efficiencies, etc.  Current Staff levels  Projected TCO by process 4. Produce Outcomes & SWOT Summary - by Division & Overall  Savings – where and how  Process & procedure improvements  Other efficiency gains  New services & functionality  Impact on Citizens 5. Develop Measuring & Reporting System  Identify/Gather data/sources  Performance & Status Measure & chart formats  Period of reporting & distribution

Oracle Phase III – Project Descriptions
Each of the project areas is described over the next several pages. NOTE: Where appropriate material described elsewhere is referenced and summarized rather than repeated in detail. 1. Implement Approved Recommendations & Lessons Learned Detailed Recommendations and Lessons Learned are specified throughout the following sections:  Phase I and II Implementation Assessment

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Information Technology Strategic Business Plan  Oracle Training program  Oracle Reports Program 2. Implement Oracle Enterprise Asset Management (EAM) O racle E nterprise A sset M anagem ent (eA M ) is a new part o f O racle‘s 11 i E -Business suite that addresses the comprehensive maintenance requirements of asset intensive companies. This integrated tool is the only sophisticated eAM product available enabling organizations to create asset management strategies, as part of the whole enterprise operation, which optimize equipment utilization and production capacity, lower unit production costs and thereby improve Return on Investment (ROI). Oracle eAM provides extensive functionality in the following areas:  Asset Management  Work Management  Self Service Maintenance

Figure 17: Enterprise Asset Management Functional Involvement

Oracle eAM is the most effective integrated tool available to companies today to improve their bottom line. Increased productivity and equipment efficiency is the basic tenet of effective asset management. Oracle eAM gives management the means to coordinate maintenance requirements CMEM IT Strategy - Ver 1 1.doc Page 103 of 203 12/6/2006

Information Technology Strategic Business Plan with overall operation requirements. Oracle eAM helps companies avoid unplanned equipment shutdowns, schedule required maintenance that minimize interference with production output, and reduce the number and cost of equipment repairs by improving overall maintenance quality.

Figure 18: Enterprise Asset Management Integration Points

Improving maintenance quality, workplace safety and ensuring regulatory compliance are also jointly achievable. Oracle eAM helps your company meet demanding regulatory compliance and shop floor safety by supporting dependent task planning, and by helping managers select the appropriately skilled and certified employees to complete the necessary maintenance work. In addition, Oracle eAM Document Management provides an easy to use library for safety documents such as hazardous materials, drawings, specifications and MSDS sheets. In addition, the library can be used to store procedures such as Tagout, and special handling. Oracle eAM seamlessly integrates with other Oracle Supply Chain and Financial applications such as: Inventory, Bills of Materials, Work in Progress, Quality, Cost Management, Project Manufacturing, Fixed Assets, Property Management, Manufacturing Scheduling, MPS/MRP, and core HR (as shared install) for employee definition and skill search. This unique integration to extensive enterprise applications improves overall organization efficiency. 3. Complete Balanced Scorecard & Daily Business Intelligence Background

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Information Technology Strategic Business Plan The Oracle Balanced Scorecard (BSC) initiative for the City of Memphis is comprised multiple phases and technology components. The goal of the initiative was to identify and develop performance metrics – also called Key Performance Indicators (KPIs) – leading to a more efficient and effective government organization. The first phase (requirements) of the balanced scorecard initiative involved asking the key decision-makers throughout the City (Division leads and other high-level city officials), what they needed to measure to make their operations more efficient and effective. The BSC requirements analysis resulted in over 500 custom KPIs. The information supporting the collected (custom) measures is found to be derived from a multitude of systems, many of which are local systems, specific to a particular division. Some of the data sources for these measurements will be derived through central data sources. Limited datasets were collected and a technical process was developed to load this custom performance information into the Oracle BSC tool, to ensure data collection and rendering of information through the BSC tool was viable. This component of the first phase is called the Balanced Scorecard Component, as the Oracle Balanced Scorecard tool is the intended technical tool fo r lo ad ing and m aintain ing all o f the custo m K P I‘s derived fro m city o fficials. The other component of the first Phase of BSC is the Daily Business Intelligence (DBI) co m po nent. T his techno lo g y is integrated into O racle‘s E R P system , pro vid ing pre-defined, outof-the-box Key Performance Indicators that are module-specific. In the first phase of the BSC initiative, the DBI modules, Daily Financials Intelligence and Daily Payables Intelligence were developed, validated, and moved into production. These modules were given a limited-rollout status to key financial analysts in the Finance Division, who will validate the information correctness and reliability prior to a second roll-out to the Division leads and other City officials. Phase I involved developing additional DBI modules in a development environment, including:  Daily Human Resources Intelligence  Daily Service Intelligence  Daily Interaction Center Intelligence  Daily Procurement Intelligence Additional setup validation and user testing is required before these modules can be finalized and placed into production. The final component of Phase I was to document all of the Custom KPI information, load the structures into Oracle Balanced Scorecard, and document all of the Daily Business Intelligence setups found in development and production. Balanced Scorecard – Phase II The second phase of BSC will also have BSC (Custom KPI) and DBI components. Each of these efforts, once production ready, will result in unparalleled performance information for the

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Information Technology Strategic Business Plan City of Memphis, making them world-class leaders in leveraging local government performance management information to drive the decision process. This phase has multiple components. The first component involves validating and verifying the 500 K P I‘s currently in place. This verification process will involve going to the leaders and validating information availability, viability, correctness, and consistency through a survey process. A detailed survey will determine if data sources are solid and the data collection and measurement can help the division or organization improve its performance through time. It is anticipated that 300 o f the 500 co llected K P I‘s w ill pass the verificatio n pro cess, resu lting in a sho rtened im p lem entatio n list o f K P I‘s. Once Verification is complete, a repeatable scheduling and loading mechanism must be develo ped to co llect and lo ad the data fo r each o f the 300 K P I‘s thro ugh tim e. A s part o f the data load process, user review and acceptance will be ongoing. Finally, the BSC component of phase II will involve production rollout and user training. Phase II – Daily Business Intelligence Phase II of Daily Business Intelligence will also involve multiple components. Each component may have slightly different requirements, due to setup, verification and other user requirements. Financials and Payables Intelligence For these modules, validation by the Finance Division needs to be completed, and the security model must be expanded to include the division leads. Additionally, each of the division leads should be properly trained on how the use the DBI capabilities in a training session / seminar. Human Resources Intelligence This module provides headcount and salary information for each manager, and is based upon the concept of manager reporting. HR Intelligence can provide information on contingent workers, benefits, salaries, and headcount changes when the information is available and entered into the Oracle ERP system. The manager-reporting hierarchy will have to be finalized and validated, along with all pertinent performance information during Phase II. Additionally, setups will have to be migrated to production and user training must occur. Procurement Intelligence This module provides detailed information on invoices, invoice lines, purchase orders, and purchase order lines. Information can be rolled up to a purchasing category, which in turn can be summarized to the commodity level. In Phase II, commodities and the managers who can see

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Information Technology Strategic Business Plan and analyze each commodity must be documented and implemented through the support of the purchasing department. Additionally, Procurement setups will have to be moved to and validated in production and user training on the Procurement Intelligence capabilities must occur. Interaction Center Intelligence This module provides a closer look at call center performance and the effectiveness of issue resolution and tracking. Information about each agent and request type can be identified and reported upon through this module. User validation, production migration, and training will have to occur for Interaction Center Intelligence. Service Intelligence Service intelligence provides a specific analysis for service requests entered into the system through the web. Lead time, lag time, time-to-close, agent performance by request type and severity, and other factors can be examined through the Service Intelligence dashboards. User validation, production migration, and training will have to occur for Service Intelligence. 4. Data Warehousing Solution A ―data w areho use‖ is w idely k no w n as a co py o f transactio n data fo r the purpo se o f querying and reporting. Implementing a data warehouse is also common approach to preserving and archiving older data. Data warehousing efforts are used in cases where existing reports or queries are inadequate, or new data is to be combined with older transaction data. Often data warehouses can become very large, and can require extensive management to maintain uptime and performance.  See Data Warehousing Solution section– Technical & Support Strategies. 5. Work with Oracle Consulting Services (OCS) Implement Oracle iSupplier Oracle® iSupplier Portal is the enterprise application that structures all supplier communication through a secure, Internet-based portal. It is a key component of Oracle® Advanced Procurement, the integrated suite that dramatically cuts all supply management costs. Phone calls, faxes and emails with suppliers waste time, introduce errors and create latency in your supply chain. Oracle iSupplier Portal makes you and your suppliers more efficient with a powerful platform for online collaboration. Suppliers access the latest information including purchase orders, delivery information and payment status. The rich two-way collaboration enables suppliers to submit change requests, ship notices, payments and profile data. You get better service, lower processing costs and relief from routine supplier inquiries. So your buying organization has time to focus on what really matters – getting more savings.

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Using Oracle iSupplier Portal you can:  Create closed-loop purchase order collaboration  Simplify fulfillment and payment  Efficiently ramp and maintain suppliers The iSupplier Portal provides self-service access to order, shipment and billing information. Implement Oracle Sourcing Oracle Sourcing is the enterprise application that drives more and better sourcing through online collaboration and negotiation. It is a key component of Oracle Advanced Procurement, the integrated suite that can dramatically cut all supply management costs. Because strategic sourcing is typically time-consuming and complex, few organizations are able to exploit all available sourcing opportunities. Oracle Sourcing increases the sourcing bandwidth of procurement professionals, so they can exploit many more savings opportunities and capture more value from each. Online collaboration and negotiation makes it easy for experts from multiple organizations to exchange information, define requirements, conduct negotiation, and create new contracts. Buying professionals, business experts, and suppliers can all collaborate to create agreements that provide the best terms. Oracle Sourcing, part of the Oracle Advanced Procurement suite, integrates seamlessly with other Oracle applications, including Procurement Contracts, iProcurement, and Purchasing. Oracle Sourcing Lets You:  Source More of Your Spend Manage more sourcing events in less time and bring them to conclusion faster, so you can exploit additional savings opportunities.  Source for Lowest Total Cost Make more best-value award decisions based on total cost, not just on unit price.  Create Immediate and Long-Term Savings Create immediate savings and faster ROI with rapid deployment; then gain additional savings with consistent execution through the Oracle Advanced Procurement suite. Implement Oracle Procurement Contracts Oracle Procurement Contracts is the enterprise application that creates and enforces better purchasing contracts. It is a key component of Oracle Advanced Procurement, the integrated suite that dramatically cuts all supply management costs. Despite the importance of contracts governing supplier relationships and the huge sums of money involved, the process of managing contracts is error-prone and lacks meaningful controls.

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Information Technology Strategic Business Plan Unfortunately, without proper oversight, contract negotiations can be lengthy and unpredictable — and the resulting contracts can expose an organization to risk. And even the best contracts can fail to deliver the expected savings because o f an organizatio n‘s inability to drive enfo rcem ent. Oracle Procurement Contracts allows you to take control of your contract lifecycle, from authoring and negotiation through implementation, enforcement, evaluation, and closeout. Business stakeholders, procurement experts, and legal professionals can quickly author contracts that comply with corporate standards. Plus, your company can measure compliance to ensure that negotiated savings hit the bottom line. Oracle Procurement Contracts, part of the Oracle Advanced Procurement suite, integrates seamlessly with other Procurement applications, including Oracle Sourcing and Oracle Purchasing Oracle Procurement Contracts Lets You:  Standardize Contract Processes Create quality contracts faster and reduce risk by implementing enterprise standards, policies that govern their use, and tools to allow flexible administration.  Reduce Time-to-Contract Cut negotiation-cycle time with a flexible workflow and revision process that makes legal and commercial terms immediately visible to selected parties.  Drive Contract Compliance Track compliance and review the contract details throughout the entire contract lifecycle. 6. Roll out CRM City-Wide The Oracle Citizen Relationship Management (CRM) Project is a keystone for addressing the complaints and issues facing the Citizens of Memphis, which aims to continue to improve the im age o f the M ayo rs C itizens S ervice C enter‘s (M C S C ) ―Issu e to R eso lutio n‖ pro cess. B esides reliance on proven system solutions, the project is based on firm Service principles, capture of Service Requests, consistent assignment of Complaints, responsive and responsible follow up and/or updates, clear access to shared solutions and ultimately, timely resolution. The resulting Rollout of additional functionalities to the rest o f the C ity is aim ed at supporting the ―Issue to R eso lutio n‖ pro cess in a co st-effective manner, to meet flexible demands for Services in a City Government with an extensive field office network, and to facilitate the replacement of systems working in parallel. The Systems working in parallel are: 1. HITS 2. CARTS What does roll out of CRM City-Wide entail? The City of Memphis CRM system is trying to meet the challenge set by the City Government requ irem ent o f creating an ―electro nic service delivery‖ system . A lo ng w ith the C R M system , CMEM manages an Online Service website that provides Citizens with an array of resources and

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Information Technology Strategic Business Plan services--from viewing Creating Service Requests, viewing Service Requests to viewing the Knowledge Base. The enhancements that are on the drawing board include implementation of additional modules for the several Divisions within the City of Memphis. When the council is ready, it can authorize new capabilities knowing that they will integrate smoothly with the existing software package. Oracle CRM gives a complete solution (with some customization) that integrates seamlessly with Oracle9i Database, other Oracle E-Business Suite applications, and third-party products. Upgrade & Implement CRM/HITS Replacement This effort replaces HITS with Oracle CRM or Integration with Oracle CRM. HITS (Housing Inspection Tracking System) is an application (used by Housing and Community Development) that tracks complaints created by the Health Department, MCSC, GP (General Public), Inspector, VA (Veteran Affairs) etc. These complaints are linked to existing case numbers or newly created case numbers. T he M C S C reps use the O racle C R M to create S R ‘s fo r all the d iv isio ns includ ing H C D . The S R ‘s (S ervice R equ ests) co m e by p ho ne o r th e web. Replacing HITS would constitute several meetings with the users, a strategy to map all HITS to Oracle in an effort to duplicate (and improve) current business process. The creation of at least 2 customized forms and the corresponding code. The upside to replacing HITS would be to use the same timeframe to implement Field Service/Mobile Field Service. This will give the Inspectors the flexibility to update (change status) and close the SR (Complaint) out in the field as they see fit. With the hand held units, a variety of transaction can take place including taking pictures and attaching to a SR. Upgrade & Implement Field Service (CRM)/Carts Replacement This effort replaces the CARTS TRACK Work Order System with Oracle Field Service (CRM). CARTS TRACK Work Order System is an application (used by Public Works- Solid Waste Management) that creates and tracks work orders regarding the delivery and/or the replacement of carts by Public Works resources. Whenever the task or work order is complete, the CARTS TRACK system is updated. Before a task is to be created, the following is to be considered: 1. An environment populated with informational data like; a. Addresses b. Route c. Zones d. Collection day 2. An environment that the actual work order (task) can be created. C urrently, the M C S C reps use the O racle C R M to create S R ‘s fo r all P u blic W o rks S W M . The SWM staff view the Service Requests using the Agent Dashboard. The Public works SWM employee then sends instructs the field workers on what to do.

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Information Services will work with HCD, Public Works, General Services, Police Department and MCSC to implement the Oracle Modules. All the work will be performed by Information Services and IS will handle the coordination of the tasks. The responsibilities of Information Services include: 1. Verification of business requirements. 2. Designing the Custom Interfaces of the Field Service solution. 3. Creating the business rules and processes for New HCD and Public Works (SWM) system. 4. Implementing the following modules  Field Service for HCD  Field Service for Public Works (SWM)  Field Service for Police Department  Field Service for Fire Department  Mobile Field Service for Public Works (SWM)  Mobile Field Service for General Services  Mobile Field Service for Police Department  Advanced Scheduler for Public Works (SWM) and General Services and HCD  E-mail Center for MCSC 5. Consolidation of Mayors Citizen Service Center and City of Memphis Division Workers. 6. Creating the reports needed by the HCD and Public Works (SWM) within the Oracle CRM solution. 7. Creating the desired reports and functionality within the solution. 8. Testing all the configured modules. 9. Training the users/field representatives on all the implemented modules. 7. Library Integration Once a joint-funded entity through City and County, the Memphis Public Libraries are now wholly owned and managed by the City of Memphis. As a result, the City is in the process of capturing all business processes associated with the libraries into the Public Services Division. Information Services has been requested to support Public Services Division, Finance Division, and Human Resources Division in this transition effort. To make this possible, a multiple-phase project is to be created to document and define all of these relevant business processes, information flows, and provide a vehicle for effective communication and cross-departmental information sharing. The work required to align with the P ublic S ervices D ivisio n‘s strategy fo r integratio n is:  Phase I: Financial Process Integration  Phase II: HR Process Integration  Phase III: Network Infrastructure Consolidation  Phase IV: Application Infrastructure Consolidation  Phase V: Data Warehousing

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Information Technology Strategic Business Plan Project Scope T he purpo se o f this pro ject is to capture the M em p his P u blic L ibraries‘ financials by July 1, 2006 (beg inn ing o f F iscal Y ear 2007) into the C ity o f M em p his O racle F inancials. T he C ity‘s O racle eB usiness S u ite w ill rep lace the L ibraries‘ A C C P A C so ftw are and the C ity fu nctio nal users w ill perfo rm all setups to capture L ibrary finance‘s info rm atio n w ithin the C ity‘s O racle F inancials, so no data w ill be co nverted fro m the legacy system . T he L ibrary‘s A uto m ated S upport S ervices team will continue to support the legacy systems while they are being trained in the use of Oracle technologies. Implementation Tasks  Supporting Finance Division users in implementing the integration of Memphis Public Library with City of Memphis Oracle Financials.  P ro vid ing all IT functio ns necessary to suppo rt the capturing o f L ibraries‘ financial information into Oracle eBusiness Suite, including providing a suitable environment for developing and testing new processes outside the scope of existing Finance Division tasks.  Assisting Finance Division with Library Integration requirements definition  Assisting Public Services Division with project management expertise  Facilitating meetings and providing a platform (SharePoint) for open communications and collaboration.  Providing Virtual Private Networking (VPN) to select Library users for connections into the City network to access Oracle and SharePoint.  Support for Oracle HRMS conversion, or any infrastructure and application setups to be handled in subsequent phases.  Any configurations, modifications, and/or support for existing Library hardware, software, systems, or functions.  Any data migration, data conversion, modifications, or ongoing support for Library legacy systems including ACCPAC and ABRA Suite  The creation of any reports that have been defined during the requirements gathering process  Any analysis of ―g aps‖ betw een existing library pro cesses and new pro cesses specifically identified or gathered by Finance Division during the requirements gathering process. 8. Rollout Oracle Self-Service HR Oracle Self-Service Human Resources (HR) allows the workforce to update and use employeespecific information, online via a browser, that is personalized to an individual's role, experience, work content, language, and information needs. By allowing managers and employees to access and manage information and transactions in a paperless environment, you can streamline business processes, decrease costs, and improve service. With managers and employees empowered to update and maintain their own information, HR professionals can now move from being transaction processors to being consultative partners.

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Information Technology Strategic Business Plan Oracle Self-Service HR Lets You:  Work from a Single Source of Truth Increase accuracy and timeliness by providing both managers and employees a single point of entry to all your HR information and processes. Deliver workforce intelligence to those who need it-managers, HR professionals and executives. Use embedded on-line advice to reduce errors.  Drive Employee Self-Service Enable employees to manage everything from profiles-including skills, resumes, contact details, and bank data-to self-appraisals, learning, benefits, payroll, and more, through self-service portals. Increase worker productivity. Authorize employees to maintain their own information, including personal profiles, benefits, expenses, and more, in their own language.  Empower Managers Enable managers to perform transfers, re-grading, employee training enrollment, terminations, compensation and performance reviews, skills searches, and more. Manage the recruiting process.  Support Career Development Provide employee access to targeted training and job opportunities. Enable managers to graphically search for suitably skilled individuals or groups and then match them to work or learning opportunities. Enroll in benefits and training courses.  Speed Processes with Workflow Route information of any type according to user-defined business rules. Deliver reports, status messages, and approval requests to approvers in sequence via workflow. Streamline processes, remove bottlenecks, and reduce administrative costs. Integrate approvals with workflow. Identify employee- and manager-specific functionality. Support large numbers of transactions, including legislative processes. 9. Implement Enterprise GIS The most important and critical component to achieving a successful implementation is the commitment from Division Directors and Managers to ensure the cooperation and collaboration of their staff with the GIS Team. Without the data and information from the various Divisions and Departments and the opportunity to participate in the initial planning process of potential projects, the Enterprise GIS cannot exist. This plan provides the framework to create a consortium of stakeholders (GIS Advisory Committee) that will guide the future of GIS for the City of Memphis. Participatio n and co llabo ratio n canno t sto p at the C ity‘s bo undaries; natural d isasters and other em ergency situatio ns do not reco gnize jurisd ictio ns. T he C ity‘s G IS strategy m ust includ e the active participation in regional initiatives that enable superior response in emergency situations and the sharing of data with emergency services personnel and technology with our neighbors. T he im p lem entatio n o f the C ity‘s E nterprise G IS is an im po rtant first step in develo p ing and operating a system that will enable Memphis to be a full participating partner in the county-wide

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Information Technology Strategic Business Plan and eventually the region-wide GIS system. This implementation plan provides a strategy for building the infrastructure, developing the policies and procedures for information management and creating user friendly applications and interfaces to meet the GIS needs of the City of Memphis over the next four to five years. In meeting the objectives of Oracle Phase III, Enterprise GIS technology, functionality and support is required for several of the projects outlined in the scope of work. The Enterprise GIS architect, infrastructure and technologies will provide the capability to develop scalable applications and interoperable data that will integrate and work seamlessly with Oracle applications. The most applicable areas of integration will include modules that require the validatio n and lo catio n o f addresses o r parcels. M any o f the C ity‘s current business pro cesses in areas such as T reasury, M ayo r‘s C itizen S ervice C enter, G eneral S ervices, P ublic S erv ices, Police, Fire, and Public Works requires the ability to efficiently identify and validate a location and its attribute information in order to provide services. The Enterprise GIS will provide the means to automate this process thereby eliminating manual manipulation. This will increase efficiency, diminish redundancy, discover inaccuracies and save money. GIS Integration Areas Inefficiencies  Develop an automated address validation application that will integrate with the Oracle CRM with scheduled updates of address changes  Develop an automated parcel location and information validation application with scheduled data updates that integrates with the Treasury System Asset Management  Develop the data warehouse and analysis functionality for all real estate assets in relation to location based information management Mobile/Field Service  Provide mobile GIS solution that integrates with Oracle that includes applicable base map layers for Public Works, General Services, Fire, Police and HCD to locate, assess, extract and input information for service area, address, parcel or jurisdiction. 10. Complete Outstanding Reports The backlog that currently exists includes 85 total HRMS and Financials reports from Phases I and II, as well as additional requests related to Public Sector Budgeting and other modules. Other reports have been resubmitted due to changed requirements or feature enhancements. The estimated total of 685 Work Days would require approximately three full-time, dedicated report writers for one year to complete all of the requirements gathering, specifications, layouts, and actual development. All reports will be developed in priority order as determined by Super users. NOTE: For more detail see the Oracle Reports Program section

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Information Technology Strategic Business Plan 11. Provide Adequate Training for City Staff The Scope of the Oracle Phase III Training Program addresses all related Oracle, Microsoft and GIS technology products over a scheduled 18 month period. In this period, the City of Memphis staff will be retrained in existing functionality and trained in new functionality related to the Oracle modules implemented in Phase III.

The 34 training courses will encompass:  23 Oracle Training courses - provided by Oracle University, Super-Users and ACS staff  6 Microsoft Office Training courses - provided by IS and ACS staff  5 Geographical Information Systems (GIS) Training courses - provided by ESRI (Vendor), IS and ACS staff NOTE: For more detail see the Oracle Training Program section– Oracle Phase III Training

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Information Technology Strategic Business Plan 12. Automate Oracle System Interfaces There are at least 51 non-Oracle Application systems that were identified by the Balanced Scorecard project in 2005. Analysis is currently underway to focus on the over 50 Service Center interfaces to the systems:  Identify additional systems  Determine which, if any, are the Financial systems  Determine if Competitive Replacements exist from Oracle  Identify issues and effort related to automating interfaces & linkage to the non-Oracle Systems. The list shown over the next few pages highlights the current findings.
NON-ORACLE SYSTEM INTERFACES Assess Replacing Revenue /Interfacing with Generating? Oracle
Yes Yes

DIVISION
10 - 100600 11 - 110301 11 - 110601

SERVICE CENTER
M ayor‘s C itizen S ervice Center - Purchasing Finance Finance - Treasury

SYSTEM NAME
Symposium IVR (FoxPro) Autosale Web application (MS SQL) Tax System (Informix)

Comments

Yes Interface in place System Analysis is in progress to replace this application with SQL Web app. Interfacing with Oracle Financial is one of the requirements/deliverables Yes System Analysis is in progress to replace this application with SQL Web app. Interfacing with Oracle Financial needs to be assessed System Analysis is in progress to replace this application with SQL Web app. Interfacing with Oracle Financial needs to be assessed

11 - 110601 11 - 110602

Finance - Treasury Finance - Permits

Tax Sale Website (MS SQL) Permits System (Informix)

Yes

11 - 110603

Finance - Alarms

Alarms System (Informix)

Yes

Yes

13 - 130401 13 - 130600 13 - 130600 13 - 130600

Fire Services - Training Fire Prevention Fire Prevention Fire Prevention

Osha Fire Website (MS SQL) Existing Building (MS Access DB) High-Rise Building (MS Access DB) Anti-Neglect (MS Access DB)

Yes

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NON-ORACLE SYSTEM INTERFACES Assess Replacing Revenue /Interfacing with Generating? Oracle

DIVISION
14 - 140100 14 - 140200 14 - 140200 14 - 140104 14 - 140205 15 - 150400 15 - 150500 15 - 150500 15 - 150500 15 - 150501

SERVICE CENTER
Executive Services Administrative Services Administrative Services Inspection Services Information Technology Park Operations Museums Museums Museums Museums

SYSTEM NAME
Case Management System (MS Access DB) Query & Report result Statistics (MS Access DB) Daily Crime Report Case Management System (MS SQL) Rollcall MS Access DB ProVenuMax MMI Financial Records OMNIS System - inventory Museums Website

Comments

Interface in place Interface in place

User would like to add E-payment functionality to sell tickets on-line and also provide on-line membership option. When this is implemented it can be categorized as 'Revenue Generating'

15 - 150600 15 - 150600 15 - 150800 15 - 151100 17 - 170801 18 19 - 190500 19 - 190600 19 - 190600 20 - 200200 20 - 200500 20 - 200800 23 21 - 210101 21 - 210101 24 - 240100 25 - 250100

Zoo Galaxy System Zoo Raciers Edge Memphis Botanic Gardens DonorPerfect Golf Enterprise Public Works Human Resources (HR) Animal Shelter Sexual Assault Center Sexual Assault Center Property Maintenance Grounds & Street Sweeping Vehicle Maintenance Planning & Development HCD HCD City Attorney Mapping Fairway System Carts (MS SQL) None Chameleon System FileMaker MS Access DB Property Maintenance System T reasurer‘s S ystem M4 – F leet M aintenance S ystem None HITS web application (MS SQL) Bid Management System (Foxpro) LCAMS-ICE Xtender Document Retrieval System Yes Yes

Yes

Yes

Yes Yes

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NON-ORACLE SYSTEM INTERFACES Assess Replacing Revenue /Interfacing with Generating? Oracle

DIVISION
27 - 270100 27 - 270100 27 - 270100 27 - 270101 27 - 270101 27 - 270101 27 - 270101 36 - 191100 40 43 81 84 - 840100 87 - 870100 87 - 870100

SERVICE CENTER
Information Services Information Services Information Services Information Services Information Services Information Services Information Services Libraries Health Services MATA City Council City Court Clerk City Court Judges City Court Clerk

SYSTEM NAME
Spectrum Network Tool Symposium Support Magic (MS SQL) Chargebacks (Foxpro) Telephone (Foxpro) CIMS (MS Access) Procurement Tracking System (MS SQL) Integrated Library System None None None Ticket Trac System Ticket Trac System E-Payments

Comments

Yes Yes Yes Yes

Yes Yes Yes

Yes Yes Yes

Figure 19: Non-Oracle System Interfaces (3 charts)

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Phase III City-wide Impact Legend: Phase III Functionality - Functionality in use
Engineering Information Services Human Resources Executive

General Services

Park Services

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Advanced Procurement 29 - Daily Business Intelligence Procurement 14 - iProcurement 26 - iSupplier Portal 24 - Procurement Contracts 13 - Purchasing Services Procurement 25 - Sourcing Supplier Network Financials Advanced Collections 12 - Assets Bill Presentment Architecture 16 - Cash Management 28 - Daily Business Intelligence Financials 7 - General Ledger iAssets Internal Controls Manager Internet Expenses iPayment 20 - iReceivables 11 - Payables 15 - Receivables 23 - Treasury

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Public Works
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Oracle Solutions By City of Memphis Division (See Oracle Applications Architecture)

Planning & Development

Information Technology Strategic Business Plan
Engineering Information Services
Oracle Solutions By City of Memphis Division (See Oracle Applications Architecture)
Customer Data Management Customer Data Management Customer Relationship Management 17 - Customer Relationships Management 3 1 – S e rvi e I te l i e n c e c n lg Human Resources Management 2 - Advanced Benefits 3 0 - D a i y B u s i e s s I te l i e n c e – l n n lg HR 1 - Human Resources 4 - iRecruitment 6 - Learning Management 1 - Payroll 5 - Self Service HR 3 - Time and Labor Tutor Interaction Center 18 - Advanced Inbound Telephony Advanced Outbound Telephony Email Center Scripting Maintenance 22 - Enterprise Asset Management RFID Service TeleService 21 - iSupport 19 - Field Service Service Contracts Corporate Performance Management Activity-Based Management 32 - Balanced Scorecard Business Intelligence Solution

Planning & Development

Human Resources

Executive

General Services

Park Services

Police Services

Public Services
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Figure 20: Oracle Impact City-wide (2 charts)

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Public Works
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Law

Fire

Information Technology Strategic Business Plan

Phase III Benefits
The following opportunities and benefits are anticipated from the successful implementation of Oracle Phase III:  Streamlined or eliminated inefficient manual processes  Provide an expanded set of integrated enterprise-wide set of common business functions, tools and processes  Establish a backbone structure that can be leveraged to handle all current and forecast operational processes  Integrate and increase control of budgeting, planning, and financial management processes  Present opportunity for re-engineering with local government best practices  Eliminate disparate stand-alone systems  P resent o pportunity to leverage C ity‘s future investm ent in enhanced fu nctio nality .  Provide enterprise-wide reporting and decision support to facilitate focus on improved effectiveness and efficiency by Division and City-wide.

Risks if not Adopted
The loss of new automated functionality and organizational momentum to an integrated application and lower cost provider will be key concerns.

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Oracle Training Program
The Training Program is comprised of four key elements: 1. Training Summary – the sessions completed to date conducted both by Oracle as well as those sessions developed and conducted by City of Memphis personnel 2. Training Module Overview– description of each training module a. Offered by Oracle University b. Developed by the City of Memphis 3. Training Assessment - an assessment of the work to-date, coupled with the new requirements and learned criteria for success 4. Phase III Training Plan - the following factors are key elements and include: a. Training priorities b. Who Needs to go to Training c. Training Pre-requisites & skills d. Which Executive(s) are sponsoring

Oracle Training Sessions Conducted
Training for the staff consists of:  Training supplied by Oracle either conducted at an Oracle site or delivered on-site by Oracle instructors.  Training developed and delivered internally by the City of Memphis staff.

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Oracle Supplied Training
The following 31 sessions were conducted by Oracle from the inception of the program through May 1, 2006.
Description
11i Admin/Use Public Sector Purchasing-PRV 11i System Administrator Fundamentals PRV 11i iProcurement Fundamentals PRV 11i Use Public Sector Budgeting PRV 11i Oracle HRMS Implement Oracle HR and Payroll (NA) PRV 11i Oracle Receivables Fundamentals PRV 11i Implement and Use Cash Management-PRV 11i Asset Management Fundamentals (3 day) PRV 11i Oracle HRMS Administer Payroll (US)-PRV 11i Oracle HRMS Training Administration-PRV 11i Use Labor Distribution PRV 11i Implement Oracle Time and Labor PRV 11i Oracle Payables Fundamentals (3 day) PRV 11i Oracle HRMS Implement Advanced Benefits (US)-PRV 11i Implement Self Service Human Resources V4 PRV 11i Workforce Sourcing and Deployment Fundamentals PRV Custom Class - PRV Oracle9iAS: Discoverer for End Users-PRV Oracle9i Discoverer Administration 11i Public Sector General Ledger PRV 11i Oracle HRMS Implement and Administer Payroll (US) PRV 11i HRMS System Administration PRV 11i Implement and Use Project Costing PRV 11i Using Grants Accounting PRV 11i Year End Processing for Payroll (2005) (US) 11i Extend Oracle Applications: Building OA Framework Applications 11i Install, Patch and Maintain Oracle Applications (5 day) 11i HRMS System Administration (3 day) 11i System Administrator Fundamentals 11i Oracle HRMS Technical Foundation Human Resources 11i Financials Functional Foundation (4 day)

Total Students
1 1 1 1 25 11 9 10 4 4 7 1 1 6 16 6 14 25 3 9 1 5 6 2 5 1 1 1 1 2 1

Last Attend Date
29-Sep-2003 13-Oct-2003 20-Oct-2003 27-Oct-2003 03-Nov-2003 03-Nov-2003 06-Nov-2003 10-Nov-2003 10-Nov-2003 10-Nov-2003 12-Nov-2003 17-Nov-2003 17-Nov-2003 01-Dec-2003 08-Dec-2003 15-Jan-2004 02-Feb-2004 10-May-2004 12-May-2004 01-Jun-2004 07-Jun-2004 21-Jun-2004 18-Oct-2004 20-Oct-2004 05-Dec-2005 13-Feb-2006 13-Feb-2006 20-Feb-2006 13-Mar-2006 20-Mar-2006 27-Mar-2006

TOTALS:
Figure 21: Oracle Training Summary

Sessions = 31

181

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Internally Developed Oracle Training
The following sessions were conducted by City Of Memphis staff from the inception of the program through May 1, 2006.

Internal Oracle Training
Description
OTL Overview Training OTL Workshop Training (All Divisions) OTL Overview Training OTL Training Self Service Training (HR Manager & Employee) Data Management Training ( Core HR & PTO) OTL Workshop Training (All Divisions) "Live Time Entry" into Production "Live Time Entry" into Production "Live Time Entry" into Production Self Service Training (Director & Deputy Dir) "Live Time Entry" into Production (All Divisions) AR Receipts AR Invoicing PSB for all End-users, Division Coordinators & Directors PSB for Parks & Fire (specialized version) & Directors iProcurement iProcurement iProcurement CRM - OO Fixed Assets G/L AP Purchasing Deposits Grants

Number of Sessions
4 11 3 3 3 4 12 2 3 1 4 11 10 5 2 2 10 7 2

Total Last Attend Students Date
70 93 52 30 21 50 52 31 25 6 27 40 200 100 40 5 200 77 30 9/30/2005 2/3/2006 5/28/2004 9/16/2005 2/26/2006 2/9/2005 2/14 - 2/18/2005 3/21/2005 3/22/2005 3/17/2005 3/14/2005 3/28 - 4/1/2005 3/30/2005 3/31/2005 4/1/2005 6/28 - 6/29/2005 4/12 - 4/14/2005

TOTALS:
Figure 22: Internal Oracle Training Summary

99

1149

NOTE: A number of Training Sessions were conducted throughout Oracle Phase I; however, most of the training results were not consistently captured.

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Oracle Supplied Training Course Content
Oracle offers a variety of Training Course types (listed below) to support:  Applications,  Functionality,  Projects  e-Learning  Business Intelligence. The instructor led courses are conducted at Oracle University or on-site through special arrangements.

Standard Course Name & Description
APPLICATIONS COURSES

Facilitator

Oracle Applications 11i: Navigation In this course, students learn to navigate within any of the application modules in the Oracle Application Release 11i forms. You will learn to enter data, retrieve information in the form of a query, maintain data, use flexfields, and access online help. Oracle University Additionally, concurrent processing and standard report submission topics will be discussed.

Financial Application Classes
11i Financial Applications Overview This course incorporates a combination of lecture, discussion, demonstration and handson practice to present an overview of Oracle's core financial applications. The lessons include discussions of product features, implementation considerations, and integration between modules. This class is a high-level overview course and should be followed by Oracle University individual product classes to gain detailed knowledge of each applicable application's features and implementation steps. Modules covered include General Ledger, Purchasing, Payables, Order Management, Receivables, Assets, Cash Management, Workflow, System Administration, and Flexfields. 11i General Ledger Management Fundamentals This course prepares Implementation consultants to institute statutory financial controls, reduce the period close cycle, access financial data, and deliver comprehensive financial reporting. The course will prepare you to ensure the highest transaction rates, largest Oracle University data volumes, and smallest processing windows needed to keep your company competitive. Learn to set up and manage multiple sets of books, implement multicurrency systems, consolidate data to meet strategic objectives. Oracle Applications Desktop Integrator In this course, students will learn the key elements of the Application Desktop Integrator (ADI), Version 7.2. The course will explain the key features and functions of the Enter

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Standard Course Name & Description

Facilitator

Journals, Enter Budgets, Define Reports, Analyze Reports, Request Center, and the Account Hierarchy Editor elements within ADI. Oracle University The course includes demos of the functionality of each element list above and hands on practices for the students to enhance their learning. Functional setup of ADI which includes configuration of worksheets and toolbars will also be covered in the course. 11i Oracle Purchasing / Payables Accelerated This course provides an understanding of the Procure to Pay cycle and key implementation issues in Oracle Purchasing, iProcurement and Payables applications. This course will prepare you to make basic implementation decisions involved in launching the Procure to Pay process. Students will learn how these applications fit into Oracle University Oracle's e-Business Suite of applications. This is accomplished through a series of tutorials, supplemented with guided demonstrations and practices 11i Purchasing Fundamentals In this course, participants learn how to set up and use Oracle Purchasing to manage the purchasing process. There are hands-on exercises, through which the participants learn how to manage suppliers, create and maintain request for quotations and quotations and Oracle University manage the approved supplier list. Participants will also learn how to create requisitions and purchase orders and apply document security, routing and approval methods. Finally, students will learn how to enter and manage receipts. 11i iProcurement Fundamentals This course provides a comprehensive understanding of Oracle iProcurement catalog management, ordering, and receiving functionality. You will learn how to set up Oracle Oracle University iProcurement, manage catalog content, and implement Oracle Procurement workflows to achieve an integrated Oracle Procurement solution. 11i Oracle Payables Fundamentals In this course, participants learn how to set up and use Oracle Payables to manage the accounts payable process. There are hands-on exercises, through which the participants learn how to manage suppliers, process invoices as well as payments and generate key reports. Participants also learn how to approve invoices for payment, process stop and Oracle University void payments, setup bank accounts and process payment batches. Finally, the students learn how to close accounts payable periods and transfer accounting details to the general ledger. 11i Oracle Receivables Fundamentals In this course, participants learn how to use Oracle Receivables to manage the accounts receivable process. There are hands-on exercises, through which the participants learn how to manage customers, process invoices and manage collections and submit reports. Finally, the students learn how to close accounts receivable periods and transfer Oracle University accounting details to the general ledger. 11i Asset Management Fundamentals Class focuses how Oracle Asset Management can help enterprises lower administrative

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Standard Course Name & Description

Facilitator

costs by streamlining data management. Participants will learn the fundamental concepts and implementation considerations of Oracle Asset Management. Concepts Oracle University learned through a series of tutorials, demonstrations, and practices. 11i Implement and Use Cash Management In this course, participants will learn how to setup and use Oracle Cash Management to import and reconcile bank statements. Participants will also practice posting updated information to Oracle General Ledger and generating Oracle Cash Management reports. Oracle University Finally, the participants will learn how to generate cash forecasts using the data across organizations. 11i Oracle Treasury Fundamentals This course covers the required set up steps as well as common transaction entry, processing, and reporting for Cash Management and Treasury. It is intended for participants who need in-depth product knowledge. It will have a user focus and will be Oracle University very interactive, including many hands on practice sessions to reinforce key concepts. 11i Using Public Sector Budgeting In this course, students from the public sector will learn how to use Public Sector Budgeting to efficiently and accurately generate and maintain complete multi-year capital and general operating budgets that includes budgeting for personnel services; and incorporates innovative Oracle Workflow technology for decentralized budget distribution, submission and approval routing. In hands-on exercises, students will practice setting up the budget, creating and distributing the budget worksheet, using the worksheet, and posting and reporting budget activities. Students will also learn how Oracle University Public Sector Budgeting is part of the Oracle E-Business Suite, an integrated set of applications, which is designed to transform your business to e-business

Project Related Courses
11i Grants Accounting Fundamentals The course encompasses key setup considerations, from defining financial application setup steps to defining sponsors, and explains some of the impacts of implementation decisions. Students will also learn how this product fits into the Oracle eBusiness Suite. Students will learn through the use of tutorials, supplemented with guided Oracle University demonstrations and hands on practices. Students will learn about how Oracle Grants Accounting provides an organization with the ability to completely track grants and funded projects from inception to final reporting. The course demonstrates that Oracle Grants Accounting's fully integrated system supports multi-funded projects and the required compliance terms and conditions by award. Students will also learn how to validate allowable costs as well as flexible budgetary controls to ensure fiscal responsibility, how to Set up 11i Grants Accounting Fundamentals, learn the impacts of key implementation decisions and to identify key features and terminology associated with Oracle Grants Accounting

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Standard Course Name & Description
Tutor and eLearning Classes

Facilitator

11i Implement and Use Oracle Tutor Oracle Tutor 11i is the solution for creating end-user documentation and training materials around an Oracle Application implementation. In this course, you will learn about the three components of Tutor (document repository, software tools, proven method) and the services involved to transfer the Tutor Methodology to end-users. This Oracle University course covers the information required to install, implement, and use Tutor at a client engagement. This course also touches on how to document business procedures and support documents, how to customize application online help, and how to customize Oracle courseware.

Business Intelligence Classes
11i Implement Daily Business Intelligence This course provides an overview of the core implementation of Oracle Daily Business Intelligence. This course provides instructions on how to implement the following modules for Daily Business Intelligence:
          

Daily Business Intelligence framework Manager reporting Item Dimension reporting DBI for Financials DBI for Human Resources DBI for Procurement DBI for Projects DBI for Sales DBI for Marketing DBI for Quoting DBI for iStore

Oracle University

This course provides many demos and practices to illustrate the product functionality and the implementation process. 11i Balanced Scorecard This course is intended for anyone who is using Oracle Balanced Scorecard performance management systems. For users, this course describes how to use scorecards, objective reports, and KPIs to determine performance in your organization. For designers, this course describes how to create performance management systems using Balanced Scorecard. It describes how to plan out your systems, create dimensions and KPIs, and configure scorecard views and objective reports. For administrators, this

Oracle University

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Standard Course Name & Description
course describes how to generate the database schema for the performance management system and how to load data into the system. It also describes how to set up Balanced Scorecard and how to migrate systems between instances.

Facilitator

OracleAS Discoverer 10g: Create Queries and Reports This course introduces students to the querying and analytical capabilities of OracleAS Discoverer. Students will learn how to view data stored in a relational database, and analyze and create reports based upon that data using OracleAS Discoverer Plus. In particular, students will learn how to create, modify, and refine ad hoc queries using Discoverer's intuitive and easy-to-use Workbook Wizard. They will learn how to present Oracle University data graphically and how to format query results to create customized reports. Students will learn how to create simple and advanced calculations to perform data analysis and create reports that answer a variety of business questions, such as year-to-year comparisons and ranking. In addition, students will learn how to schedule reports in batch mode, share workbooks with other users, and export reports to other applications, including MS Excel, HTML, and Oracle Reports. Finally, students will learn how to view and customize Discoverer portlets using OracleAS Portal. This course also provides students with the prerequisite skills necessary for the "Oracle Discoverer 10g: Develop an EUL" course. Oracle Discoverer Administrator 10g: Develop an EUL This course introduces students to Oracle Discoverer Administrator 10g. As Discoverer managers, students learn how to create and customize the End User Layer, how to create business areas and folders, and define analytical facilities for end users. Students also learn about the different types of connection mechanisms supported by OracleAS Oracle University Discoverer and how to control the user access to the End User Layer. Students learn how to use materialized views and automated summary management. In addition, students learn how to use Oracle Enterprise Manager 10g Application Server Control to configure OracleAS Discoverer.

HRMS Classes
11i Compensation Management Fundamentals: Salary, Awards and Absences Oracle HRMS enables you to set up and manage the compensation you provide for employees in your enterprise. This course teaches you how to set up and manage salary and grade related pay and progression in your enterprise, set up and administer Individual Compensation Distributions (ICD), map market salary surveys to the jobs and positions you use in your enterprise, maintain a vehicle repository and allocate Oracle University company vehicles to employees, implement and administer Compensation Workbench, use absence types, categories, and reasons to track and report employee absences. Prerequisite – 11i HRMS Total Compensation Foundations

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Standard Course Name & Description
11i Oracle Learning Management Fundamentals This course offers a complete introduction to the implementation and use of Oracle Learning Management. Participants familiarize themselves with what decisions they must make before they implement, then learn how to perform implementation tasks such as setting up flexfields and content servers, establishing catalog and content structures, and configuring options such as automatic waitlisting and integrations with other applications. Participants learn how to administer all aspects of learning management, from catalog and content hierarchies to enrollments, resource allocation, and finance. They learn how to control instructor-led classes and enrollments through a system of class and enrollment statuses. To support the delivery of online learning, participants learn to manage a content hierarchy of learning objects, including imported objects adhering to recognized specifications, and to create question banks and online tests to assess learners' knowledge and skills. They also learn how OLM uses learner and instructor competencies as well as workflow notifications.

Facilitator

Oracle University

11i Oracle HRMS Training Administration This course introduces Oracle Training Administration, demonstrating how OTA enables the management of events, resources, and enrollments, and explaining its linkage to other Oracle applications such as Oracle iLearning, Financials, and Order Management. It then instructs participants in the implementation of Oracle Training Oracle University Administration. It takes you through a setup and implementation of OTA, highlighting the critical steps including flexfields, lookups, event and enrollment statuses, competencies, financial setup, security, and Self-Service. Finally, it instructs participants in the use of Oracle Training Administration, covering activities and events, resources and finances, and enrollments. 11i Time and Labor Management Fundamentals In this class, delegates learn about all aspects of Oracle Time & Labor, including implementation, time collection, and integration with Oracle Project Accounting, and EAM. Demonstrations and hands-on practice reinforce the fundamental concepts. Oracle University Prerequisite – 11i HRMS Total Compensation Foundations 11i HRMS iRecruitment Fundamentals Oracle iRecruitment is a full-cycle solution that gives managers, recruiters and candidates the ability to manage every phase of finding, recruiting, hiring, and tracking new employees. This course provides an overview of iRecruitment processes and the implementation steps required to perform a basic, non-customized implementation. As managers or recruiters, site visitors, registered users, and employees you learn how to use and work with iRecruitment functionalities. You learn how to personalize iRecruitment pages to suit your business requirements. The topics in this course show you how to generate recruitment letters and reports to analyze your recruitment process. You will also learn how to remove the candidate and applicant data that you no longer require. Learning is supplemented by guided demonstrations and hands on practices. Prerequisite – 11i HRMS Work Structures Fundamentals

Oracle University

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City of Memphis Developed Oracle Training Content
The following 22 Training modules were developed by the City of Memphis staff and used for initial and ongoing training of the C ity‘s staff. A ll training m odu les have b een docu m ented in the S hare-Point document repository.

Standard Course Name & Description
Accounts Payable This training module teaches the users how to manage suppliers, process invoices as well as payments and generate reports Accounts Receivable

Facilitator
City Super User

City Super User This training module teaches Users how to create invoices and receipts and to run reports. Appropriation Statements ACS Technical Staff This training module Allows Employees to manipulate budget information and print budget reports. Asset Management ACS Technical Staff This training module teaches users how Oracle Asset Management can help enterprises lower administrative costs by streamlining data management. Participants will learn the fundamental concepts and implementation considerations of Oracle Asset Management. Basic HR Navigation This training module teaches Users how to navigate through the basic functions of Oracle Human Resources and Oracle and how to use the tool bars, menus, etc. Cash Management City Super User This training module teaches how to setup and use Oracle Cash Management to import and reconcile bank statements. Users will also practice posting updated information to Oracle General Ledger and generating Oracle Cash Management reports. Customer Relationship Management (CRM) – Agent Dashboard City Super User This training module teaches Division users how to view, update and close Service Requests assigned to them. This module also teaches users how to transfer Service Requests to other resources within their Division and to other groups (Divisions). Customer Relationship Management (CRM) City Super User This training module shows the agents of MCSC how to create and assign Service Requests. ACS Technical Staff

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Standard Course Name & Description
Discovery Report Writing (general reports)

Facilitator
City Super User

This training module teaches Users how to create reports based on work needs. Employee Self Service City Super User This training module teaches Users how to review and modify pertinent information about their employment such as enrolling in training classes, change exemptions, etc. General Ledger – City Super User This training module will teach users to set up and manage multiple sets of books, implement multi-currency systems, consolidate data to meet strategic objectives. Grant/Project Accounting City Super User This training module teaches Users how to view awards, check available balances and run reports. iProcurement This training module teaches Users how to create requisitions; approve requisitions and complete reporting iRecruitment This training module teaches Users how to login into the iRecruitment module and build an employee profile. Manager Self Service City Super User This training module teaches Managers how to approve training classes for their employee. Oracle Learning Manager (OLM) – This training module teaches Users how to administer all aspects of learning City Super User City Super User and ACS Technical Staff

City Super User

management, from catalog and content hierarchies to enrollments, resource allocation, and finance.
Oracle Learning Administrator (OLA) This training module teaches Users how to view training catalog, to enroll in classes, to develop a learning path, and to obtain on-line approval for request classes. Oracle Time & Labor This training module teaches Users how to key time into the system and other functions in the contact list. Paid Time Off (PTO) City Super User This training module teaches Users how to view their PTO balances, while making needed adjustm ents under ―E lem ents E ntries‖ and corrections in ―B ee B atch‖. . City Super User and ACS Technical Staff

City Super User

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Standard Course Name & Description
Public Sector Budgeting (PSB)

Facilitator
City Super User

This training module teaches Users how to do worksheet modifications and budget reviews and approvals. Users are also trained on Capital Improvement Projects and projects using Grants. Purchasing City Super User This training module teaches Users how to manage suppliers, create and maintain request for quotations and quotations and manage the approved supplier list. Participants will also learn how to create requisitions and purchase orders and apply document security, routing and approval methods. Treasury City Super User This training module teaches Users how to cover the required set up steps as well as common transaction entry, processing, and reporting for Cash Management and Treasury.

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Oracle Phase I and Phase II Training Assessment
The Training Program is based on an assessment of the work to-date coupled with the learned criteria for success. This Training assessment:  Reviewed both Oracle and Internal developed Training  Focused on what went well and what needs to be done  Was based on interviews and feedback from the Super Users, Training Module developers, ACS technical staff and end users. The Training Programs relative to both the Oracle Financial and the HR/Payroll modules has been summarized below: NOTE: Many of the comments noted were made during Implementation and may have since been rectified.

Functional Course Conduct
 The Instructors were excellent. o The Payroll and OTL sessions were particularly beneficial.  F inance T raining w asn‘t fo cused o n the users need s and did not address o How checks were processed, o How to look up vendors, checks, and invoices, o How to determine how much money in contract/purchase order, o How much money had we spent of our budget  D epo sits T raining w asn‘t fo cused o n the users needs and did not address o How to look up deposits in system  Budget Training was OK o P resent system do esn‘t w ork as needed o For example: Does not give a Forecast  P ayro ll T raining w asn‘t fo cused o n current user needs. o For example: never looked at existing Roll Call System in the Police Division to determine how Police did things and inquiry screens o Still having problems and it is a year after implementation  The initial training sessions often focused on functional areas that were not purchased by the City. o The training o ften fo cused o n the system ‘s capabilities rather than specific application functions. Recommendations

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Information Technology Strategic Business Plan Training sessions should be pre-screened to establish prerequisites and mapped to the needs/skills of the employees. Training should focus more on specific items that attendees are responsible for and less training on other department responsibilities.

Training Course Structure & Content
 There was no navigation training before the functional training started.  Training sessions are not based on the needs/skills of the employees. o For example, the Grants Training session was very detailed and complicated. Public Works did not need the extensive training that other Divisions with many Grants required  Excessive time spent on pre-class and in-class system access and set-up o Typically, the first 30-45 minutes (at least) of each class was spent gaining employee access to Oracle, changing passwords, etc. o Each department had to explain in detail their responsibilities including how to set up employees, service centers, accounts, etc. o This was repeated as part of the training. o Typically, these duties are not handled by the users in the Divisions. o About half-way through each training session the instructor would discover that all the setups were not there. This was a very frustrating waste of time.  Training modules do not address the system restriction and security limitations o For example: There may be a change in an employees time reported due to an incorrect submission or staff keying error. When it is discovered it may be the last day of processing payroll. If the correction is not made, the delay causes other issues. o If Data Management could make the corrections promptly it would be beneficial to all and not cause all the additional paperwork that this typical problem generates. o It is not clear that corrections are made or approved.  Training modules do not address Information mapping to help trainees make the transition to the new system. o For example, it was mentioned early on that a document would be distributed to the Divisions mapping information in IFAS to finding it in Oracle. o This was never done. This is an important future consideration for other future Oracle implementation and training efforts. Recommendations Training session course set-up and maintenance should be handled before the session begins. The training should include more specific directions for navigating Oracle screens and functions.

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IS Liaisons must be trained on how to complete the paperwork to have new employees added or to make changes for an existing employee.

Training C ou rse C u rricu lu m & D efin ed “P ath w ays”
 There are no defined curriculums oriented to train different roles in the organization. For example: New employee training is critical in some locations. o A new Super-user o A new Division Coordinator o A new Oracle Technical person o A new City employee o A new City Division Director Recommendation Training sessions should be established for each type of employee.

Reports Training
 Training sessions did not reference the standard City reports but only Oracle packaged reports.  T he ―expected‖ reports from the system had to be developed by programmers. This continues today (see Reports Summary).  Employees are asking for training on available reports and how to run them.  Poor report samples & examples were used in the sessions o Appropriation Statement – did n‘t w ork until 6 m o nths after O racle P hase I implementation o Encumbrance Report – did n‘t w o rk until 10 m o nths after O racle P hase I implementation o Payroll Reports – still working on some over 1 year after Oracle Phase II implementation Recommendation New training should use existing Reports.

Training Documents and Procedures
 The Training documentation contained a lot of information that did not pertain to attendee responsibilities and was hard to follow.  The screens in the documentation did not look the same when attendees returned to their offices.  Procedures developed internally from training materials are weak. o It was very difficult to write a procedure for a process that was not understandable despite being given a copy of a procedure to use as a template. o Too often the result was a lot of screen shots with little verbiage.

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Information Technology Strategic Business Plan  Training documents and materials were not good at all. o The instructors commented about how poor the materials were o The instructors typically skipped around the documents to find pertinent information. o It seems that, at this point, there many stacks of useless books. Recommendation Training materials should be reviewed in advance by Super-users and area representatives to ensure a consistent fit with needs and expectations.

Training Follow-up & Mentoring
 There were many questions after the training sessions were completed. o Calls were made to the specific departments and to Oracle consultants. o There was also constant communication with other users in other Divisions. o At some point in time, we were told not to contact the Oracle consultants for help - use the C ity‘s H elp D esk. Recommendation Super-Users should be the focal point for Help-Desk responses to inquiries, issues and ongoing support to the staff. Super-Users should develop and maintain a list of Subject Matter Experts (SMEs) associated with specific function(s) within their area. Super-Users should develop a set of Frequently Asked Questions (FAQs) with complete and approved responses. The FAQs should be centrally stored to ensure that the information is retained for the City.

Best Practices
 Employees are gaining practical experience using the Oracle system. Typically the staff develops new best practices from this experience.  Today there is no way to pass the acquired knowledge and information along to all of the users.  You would think when a new discovery is made on how the system works, a notice would be sent out to all divisions notifying them of the information. Recommendation Super-Users should be the focal point for collecting, centralizing and disseminating best practices to all involved users. All Best Practices should be centrally stored to ensure that the information is retained for the City.

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Oracle Phase I & Phase II Training Summary - SWOT
        

Strengths
The City blended training through Oracle University and internally developed trainin g (―train -the-train er‖) Over 20 internal courses were developed to train over 500 members of the City staff Many procedures were developed to aid new users A variety of individuals expanded their skill range with Training

       

Weaknesses
Lack of consistent templates for training materials Lack of a centralized repository to ensure preservation and availability of the latest version of all training materials. Lack of process to define use of training materials and repositories Lack of willingness to adapt to the Oracle Tutor tool for Training Negative perception of the Oracle system by end users Lack of ongoing mentoring limits the effectiveness of training

Opportunities
Recruit and utilize outside resources with specific knowledge of Oracle applications capabilities. Embrace technological changes including electronic forms, on-demand applications, and employee self-service modules. To work with representatives of each Division to get a clear understanding of how they use the Oracle system and what their needs are

Threats
Lack of revenue to fund additional resources and needed Training & Support for system

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Lessons Learned – Oracle Phase I & II Training
The assessment of Oracle Phase I and Phase II Training identified four broad needs going forward: 1. Need for a Learning Pathways – Individual Roles require a defined set of training in a recommended order in order to ensure that new individuals can pick up skills & more experienced individuals can progress to more advanced material. 2. Need for Better Training Preparation – Prerequisites should be identified for each training course. Attendee skills should be matched to course pre-requisites prior to training commitments to ensure success. 3. Need for Mentoring – Training does not end when the session is completed. Initial and ongoing mentoring from identified Super-Users or other identified Subject Matter Experts (SMEs) is a critical support link until attendees become self-sufficient. 4. Need for a Repository – All City related Oracle materials (i.e., Training documents, Procedures, Documented Processes, Management Reports) must be maintained under a single managed source (under version control) to ensure that the latest version of materials are available for use. This mechanism can also facilitate needs analysis to identify needed new or revised items.

Oracle Implementation Support
The long-term effectiveness of the Training Program and success of the Oracle implementation is based o n a nu m ber o f key facto rs includ ing ―after-training‖ M ento ring. Super Users are a critical component of the long-term Mentoring process to resolve all Oracle questions. (Note: See IT Organization section for Escalation Procedures).

Role of the Super User
A Super User is a functional expert on the applications for a particular module – for example, Purchasing. They are the first level of support for the users in a module and should have the applications knowledge to be able to resolve most user problems. If they are unable to resolve these problems, either by training or through use of their expanded privileges, then they escalate the problem to technical support. NOTE: See Appendix for complete list of Super Users Supporting Each Oracle Module.

Oracle Phase III Training Plans
The Scope of the Oracle Phase III Training Program addresses all related Oracle, Microsoft and GIS technology products over a scheduled 18 month period.

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Information Technology Strategic Business Plan In this period, the City of Memphis staff will be retrained in existing functionality and trained in new functionality related to the Oracle modules implemented in Phase III. TRAINING MODULE Oracle Financial Application Overview Oracle Public Sector Budgeting Oracle HR/Payroll Overview Sourcing iSupplier Procurement contracts iProcurement Fundamentals Purchasing Fundamentals Oracle Payables Fundamentals Oracle Receivables Fundamentals General Ledger Management Fundamentals Oracle AS Discoverer 10g Oracle Learning Management Fundamentals Compensation Management Fundamentals: Salary, Awards & Absence Oracle HRMS Training Administration Time and Labor Management Fundamentals HRMS iRecuitment Fundamentals Appropriation Statements Paid Time Off (PTO) Oracle Time and Labor Manager Self Service Employee Self Service Basic HR Navigation Microsoft Office Word Microsoft Office Excel Microsoft Office PowerPoint Microsoft Office Outlook Microsoft Office Access Microsoft Office Project CMEM IT Strategy - Ver 1 1.doc ORACLE OR INTERNAL Oracle University Oracle University Oracle University Oracle University Oracle University Oracle University Oracle University Oracle University Oracle University Oracle University Oracle University Oracle University Oracle University Oracle University AREA(S) AFFECTED City and Library Finance Budget Office City-wide Legal & Purchasing Office Legal & Purchasing Office Legal & Purchasing Office City and Library Purchasing City and Library Purchasing City and Library Finance City and Library Finance City and Library Finance City-wide City-wide City and Library HR

Oracle University Oracle University Oracle University IS/ACS Staff City Super User City Super User City Super User City Super User IS/ACS Staff IS/ACS Staff IS/ACS Staff IS/ACS Staff IS/ACS Staff IS/ACS Staff IS/ACS Staff Page 140 of 203

City and Library HR City and Library HR City and Library HR City-wide City-wide City-wide City-wide City-wide City-wide City-wide City-wide City-wide City-wide City-wide City-wide 12/6/2006

Information Technology Strategic Business Plan TRAINING MODULE ORACLE OR INTERNAL IS/ACS Staff ESRI ESRI ESRI ESRI AREA(S) AFFECTED

GIS Introduction to ArcGIS I GIS Introduction to ArcGIS II ArcSDE Administration for SQL Server Developing Applications with ArcGIS Server (.NET) ArcIMS Administration

City-wide City-wide GIS Staff GIS Staff GIS Staff

Figure 23: Oracle Phase III Training Summary

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Oracle Reports Program
The overall custom reporting task was undertaken for Oracle Phase I and II.

Report Summary
The total reports originally requested during implementations of Oracle Phase I and II was 137. Over 227 custom reports have been developed, completed and implemented from inception through April 30, 2006. Another 94 reports are in development. Ad hoc reports (requiring less than 8 hours to develop) are not formally tracked. Although the number per month varies, it‘s estimated that over 100 ad hoc reports have been produced to-date. The following 2 charts highlight ongoing report development for Phase I and Phase II.
PHASE I REPORT STATUS AS OF 04/30/2006 1
2 9

TEST
71

DEV NOT STARTED COMPLETED

Figure 24: Phase I Reports Summary Chart

PHASE II REPO RT STATUS AS O F 04/30/2006

10

10 62

156

TEST DEV NOT STARTED COMPLETED

Figure 25: Phase II Reports Summary Chart

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Oracle Reports Analysis
Report Backlog from Phase I & II
The Oracle support staff at the City of Memphis currently handles all requisite services including:  Operational production support  Custom report writing  Ad hoc report writing  Patch, bug, upgrade and incidence testing and tracking  Enhancement validations  Maintain and modify custom interfaces  Training of users when needed The backlog that currently exists includes 85 total HRMS and Financials reports from Phases I and II, as well as additional requests related to Public Sector Budgeting and other modules. Other reports have been resubmitted due to changed requirements or feature enhancements. Analysis of the backlog reports resulted in the following complexity breakdown:  25% reports – Simple  35% reports – Moderate  20% reports – Complex  20% reports – Very complex The following table was developed to determine the total estimated development effort for the remaining 85 reports. REPORT TYPE Simple Moderate Complex Very complex TOTALS Hours To Specify 8 8 16 16 Hours To Code 16 32 64 120 Report Dev Days 3 5 10 17 35 Number Of Total Work Reports Days 23 26 18 18 85 69 130 180 306 685

This estimated total would require approximately three full-time, dedicated report writers for one year to complete all of the requirements gathering, specifications, layouts, and actual development. All reports will be developed in priority order as determined by Super users.

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Oracle Report Development & Completion Process
A new process was put in place beginning in January 2006. Every new Report Request:  Comes through the Super-User.  Is analyzed and justified. Every report must be justified by the requestor to the Superuser. Report justification criteria generally include: o Reduction of manual work, o Checking accuracy of data, o Responding to user calls, o Taking disciplinary actions, o Reducing data entry errors, o Fulfill legal requirements, o Meet contractual obligations etc.  Is prioritized in the bi-weekly reports meeting. All Divisions were asked to anticipate their requirements through the end of 2006 in advance. This exercise eliminated redundancies, duplications and avoidable requests.

Report Priorities
Developers work on assignments strictly in the following order:  Production support,  Ad hoc Report Request,  Other development work assigned. T here are ―surprise‖ repo rts w hich are considered Ad hoc requests. Usually there is a very short time span from the time of request to delivery. Ad hoc reports are defined where:  Development can be completed in less than 16 hours  The need is not repetitive and critical.  Requests are made by a Director or Executive Management.

Report Tools
According to the Technical staff, Oracle Discoverer 10.1.2, Oracle Reports 6i and Oracle XML Publisher will all be used in the eBusiness Suite Environment. Discoverer cannot replace the current Reports 6i completely. However, it is the best tool for adhoc and simple reports.

Lessons Learned – Oracle Phase I & II Reports
The assessment of Oracle Phase I and Phase II implementation and training identified a number of broad Recommendations and Needs for Reports going forward:  Need Analysis of Reports To-Date – Conduct an analysis of all User Reports to avoid generating unnecessary variations. Establish controls for all new Report Requests to

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Information Technology Strategic Business Plan ensure that a review of the Reports in the Repository prior to estimating and undertaking development of a new Report. Need for a Repository – All City related Oracle materials (i.e., Training documents, Procedures, Documented Processes, Management Reports) must be maintained under a single managed source (under version control) to ensure that the latest version of materials are available for use. This mechanism can also facilitate needs analysis to identify needed new or revised items. Reports List - A list of reports available from the Legacy system needs to be obtained well in advance which should be a part Business requirement gathering stage to mitigate the risk of surprises. Report Needs - Just because a report existed in the old system, it may not be required in the new system. The new system may be more robust in providing the information needed and not necessarily only through a report. Users should be made aware of it in an amenable manner. Enforce Standards - City should enforce the standards relative to the need for the report. All requests must come through a single source, the Super-User, to avoid duplications and unnecessary requests. Report Specifications – A definitive Report Specification must be obtained from the users. Any deviation from the original Specification must be supported with a Change Request. If the original Specification needs to be changed for a good reason, the development time and future priorities needs to be adjusted and extended accordingly. Flexible Results - The users need to be encouraged to be flexible with their report output requirement – whether developed using Oracle Reports 6i, Discoverer or other tools that the Development staff may consider ideal. For example,. U sers do n‘t always appreciate the use of Discoverer since they have to open another browser window and go through more steps to run a report. So the benefits of Discoverer are not fully utilized.

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Technical & Support Strategies
A number of key technical and support strategies must be initiated and completed as well as expanded and integrated with the Oracle Application Strategy in order to achieve the goals of the City of Memphis IT Strategic Business Plan. These Strategies include:  Disaster Recovery & Business Continuity  Technology Risk Management  Communications Strategic Plan  Geographical Information System (GIS)  Website Operations & Services  Centralized and Standardized Hardware & Software  Centralized Standard Operating Procedures (SOPs  Data Warehousing Solution  Security & Privacy Management  CIP Projects. NOTE: Each strategy is summarized in one or more pages in the order shown above. The complete strategy, w hich m ay be a ―W hite-P aper‖ or standalo ne do cu m ent(s), is identified and referenced in the Appendix or source where it can be found. There is limited reliable data to present a strategy for Asset & Facilities Management. I.S. must enlist the help of General Services in order to develop the strategy and address the current state of affairs. IS will initially focus on the strategies & functions incorporated in Oracle Asset Management and Enterprise Asset Management.

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Disaster Recovery & Business Continuity
Plan Introduction & Overview
The Recovery Plan is a document that defines recovery responsibilities and resources necessary to respond to a disruption to business operations. There are two types of recovery plans, the Incident Management and Technology Recovery Plans. Incident Management Plan  Plan objectives  Plan Scope.  Planning assumptions.  Recovery flow.  Recovery organization.  Recovery roles.  Plan response and activation procedures. Technology Recovery Plans  Restoring all mission critical system components, telecommunications, interfaces and applications.  The technology environment including, the data centers and equipment rooms, mainframe, mid-range and client/server systems & applications; and all network/telecommunications components and critical support functions.  That a full recovery is possible as defined by the Summary of Critical Applications, Servers and Recovery Time Objectives Report.

Plan Objectives
The primary objectives of The Plan are to:  Provide a safe work environment for employees in the event of an emergency.  Restore critical business functions, operating systems, databases and applications within required time intervals to: o Protect cash flow; o Prevent a significant deterioration in service levels;  Prevent a business disruption from occurring where possible.  Protect corporate assets.  Minimize legal exposure and comply with regulatory requirements.

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Recovery Organization
This organization allows for the effective and timely management of all business recovery activities regardless of the location of the business disruption, or the magnitude of its effects. The Plan has been developed using an Incident Management organization that consists of the following:
City CIO

Recovery Coordinator

Incident Management Team Leader

RESPONSE TEAMS

TECHNICAL SERVICES TEAMS

APPLICATIONS TEAM

Situation and Damage Assessment Team

Network

UNIX HP/DG

Communications Team

Telecommunications

Off Site Storage Team

Novell/NT

Purchasing Team

Desktop

Reconstruction Team

Help Desk

Figure 26: BCP Recovery Team Organization

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Recovery Flow
The overall process to follow in a business disruption situation is represented graphically below:
Disrupt ion Occurs at Disrupt ion Occurs at Locat ion Locat ion

Emergency Not ifcat ion Emergency Calls Employee Not ifcat ion Employee Calls 1-901-576-6100 1-901-576-6100

Incident Incident Management T eam Management T eam Leader & Recovery Leader & Recovery Coordinat or Coordinat or Cont act ed t o Begin Cont act ed eam Recovery T t o Begin Recovery T eam Not ificat ion P rocess Not ificat ion P rocess

SDA T eam Report s t o SDA T eam e for Damaged Sit Report & Communicat es t o Assessment s t o Damaged Sit e for Assessment & Communicat Incident Management T eames t o Incident Management T eam

Off Sit e Off eam St orage T Sit e St es Delivery Coordinatorage T eam of Coordinat esems Backup It Delivery of Backup It ems

Incident Incident Management T eam Management T eam Gat hers at Gat hers Designat ed at Designat Emergency ed Emergency Operat ions Cent er Operat ions Cent er

Incident Mgt . T eam Incident Mgt . Lead Declares T eam Lead Declares a Disast er a Disast er T echnology P lans T echnology P lans Business Unit P lans Act ivat ed (Net work, Business Unit P lans Act ivat ed (Net work, Act ivat ed Servers, T elecom, Act ivat ed Servers, et c.) Deskt op, T elecom, Deskt op, et c.)

Implement Int erim Implement Int erim P rocessing & WIP P rocessing a St rat egies at& WIP St rat Locat ion Recovery egies at a Recovery Locat ion

Recovery Locat ion Recovery Locat ion P reparat ion & Set P reparat ion & Set up up

Rest ore Normal Rest ore Normal P rocessing at t he P rocessing at t he Recovery Locat ion Recovery Locat ion

Ret urn t o P ermanent Ret urn & P ermanent Locat ion t o Resume Locat Operat ions Normal ion & Resume Normal Operat ions

Figure 27:BCP Recovery Process Flow

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Response & Recovery Teams & Responsibilities
Situation and Damage Assessment Team  Assesses the physical conditions immediately following a business disruption and communicates the preliminary assessment to either the Incident Management Team Leader or the Recovery Coordinator.  Contacts and oversees all salvage and damage control operations.  Works closely with Insurance in minimizing further loss and filing of insurance claims after a business disruption has occurred. Communications Team  Coordinates all interactions with the ACS personnel and the City.  Prepares and distributes the official communications related to the disruption. Off Site Storage Team  Responsible for the retrieval and delivery of all backup materials, files and information stored off site.  Responsible for distribution of all vital records and equipment to recovery teams at the recovery location via the receiving room.  Responsible for working with the Purchasing Team to determine inventory lists.  Communication to recovery teams upon arrival at the recovery location of items purchased for the recovery efforts.  Responsible for documentation of all items distributed and returned to the receiving room during and after the business disruption. Purchasing Team  Manages all purchasing activities during the recovery effort.  Responsible for the common services needed by employees such as office supplies and copiers. Reconstruction Team  Responsible for the reconstruction of the damaged location or the selection of a new location.  Coordinates all efforts to restore operations to a permanent facility.  Responsible for testing all processes, procedures, and data links prior to the cutover to the permanent facility.  Works closely with Insurance in determining repair and/or replacement options, salvage requirements, and valuable papers/media restoration options related to the insurance claim.

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Information Technology Strategic Business Plan Technology Recovery Teams Network, Telecommunications, Novell/NT and Desktop Teams  Responsible for relocating technology operations and systems restoration.  Responsible for providing updates to the Incident Management Team Leader. Help Desk Team  Functions as the primary communications vehicle for the Incident Management Team;  Route all news media or request for information calls to the Incident Management Team. NOTE: See Appendix for Complete document.

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Technology Risk Management
Risk is a function of the likelihood of a given threat-sou rce’s exercising a particular potential vulnerability, and the resulting impact of that adverse event. In this d ig ital era, risk m anagem ent plays a critical ro le in pro tecting the C ity‘s info rm atio n assets. An effective risk management process is an important component of a successful IT security program. Risk management encompasses three processes:  Risk assessment,  Risk mitigation, and  Evaluation and assessment. The CIO is responsible for determining whether the remaining risk is at an acceptable level or whether additional security controls should be implemented to further reduce or eliminate the residual risk before authorizing an IT system for operation.

Current City Environment
The City of Memphis maintains a broad network that is a potential source of risk to the City‘s IT operations.  Over 125 networked locations connected via fiber, ISDN, T1, and frame relay connections for over 3500+ PC's located throughout the municipality and 140+ servers based in the C ity‘s D ata C enters.  Internet access provided with a current local DS3 communication line and a planned redundant alternate connection in the works.  10 connections to various city, county, state and federal governmental agencies either directly or via a dedicated Extranet. Some of these agencies include: o Shelby County, o Memphis Light Gas and Water, and the o County Sheriff's Office. In to day‘s w o rld, the C ity o f M em p his faces a variety o f techno lo g y risk s and threats that can be grouped into 3 broad areas including:  Primary risks - Loss of confidential information, productivity, image.  External threats - The most common attacks typically arrive via the internet, either in the form of email, websites, direct TCP connections, or denial of service.  Internal risks - Physical security, user identification, privilege float, wireless access points, remote users, mal-ware, and viruses.

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Information Technology Strategic Business Plan The following chart highlights the type of human threats faced and precedes a description of the technology risk types.

Figure 28: Human Threats: Threat-Source, Motivation, and Threat Actions

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Primary Risks
This includes:  Information - Taxpayer information, work product, confidential plans, human resource information, etc.  Lost of work hours due to slowdowns, attacks, or disruptions.  Image - Attacks and breaches of any nature would impact the perception and trust of the city's network and technological aptitude.

External threats
This includes.  Unwanted email, in both the form of spam and virus infected make up an extremely large po rtio n o f the city‘s em ail, o ver 75% . To protect from this the City uses the Symantec SMTP Gateway, which handles the virus scan and spam protection. Plans in the works include:  An additional spam-assassin gateway inline to provide a second layer of protection.  An alternative currently under evaluation is to utilize Managed services provider such as MessageLabs or Frontbridge. This would offload the management and processing of the mails to their respective networks, and ensure we receive only filtered communications. Other protections in use for the City are a Cisco Pix firewall. This tool allows fine-grained control over the traffic allowed in and out of the network. Plans in the work include a transition to a redundant high end Checkpoint/Nokia firewall solution to aid in the detection of errant machines or attacks.

Internal Risks
This includes:  Physical security  User identification  Privilege float  Wireless access points  Remote users  Mal-ware  Viruses A brief summary of each risk area and current solutions is described below.

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Physical Security This is an especially g laring pro blem w ith the w id espread nature o f the city‘s bu ild ing s and networks. This is an ongoing challenge to secure access to these locations while not impeding on the day to day activities of the work force. A strong card identification system, along with a program to increase awareness and willingness to challenge strangers is the primary solution to this risk. User Identification W ith the size o f the w o rkfo rce, m aintain ing an up to date and accurate acco unting o f w ho ‘s w ho , and what access they have is a constant threat. Social engineering, stolen keys and ID's, or dumpster diving all provide the potential for an attacker to usurp a valid account for their purposes. Privilege Float Largely a policy issue, occasionally engineered whereby certain rights and access privileges necessary for a job function remain in affect after a person moves to a new department/position. This continued accrual of rights exceeds the necessary access to handle job function, and violates a primary security principle. (Least Access Necessary) This is resolved with consistent procedures for account creation and modification, and with appropriate change logs on all admin actions. Wireless Access Points These high available, easily installed, easily hidden devices present a dangerous covert entry into the network. This allows physical security measures to be bypassed almost entirely, with the range of the device often extending beyond the perimeter of the building into the parking lot or nearby areas. Most often these are installed unwittingly rather than maliciously, so clear available policy on the dangers, and a consistent thorough network review can combat this problem. Remote Users Today, more and more of the work force is connecting from locations other than the office. Homes, hotels, coffee shops, airports, and gas stations are beginning to offer an easy access to the internet for these users, which with the help of a secure VPN solution allows them to work from afar. Unfortunately, this provides an added entry vector for an uncertified machine to gain access to the network to spread viruses, Trojans, or simply gain unauthorized access. CMEM IT Strategy - Ver 1 1.doc Page 155 of 203 12/6/2006

Information Technology Strategic Business Plan The city currently utilizes a robust implementation of VPN that allows firewall policies to be pushed to the client on connection to help mitigate this risk. Mal-ware This category includes the software known as ad-ware and spy-ware. These are often installed remotely via web or emails, but can also be installed packed along with a "normal" application. The vast majority of these installs generate great problems with the machine, slowing it down, and overloading it with unneeded processes, or inappropriate content. Not only does this cost the user lost time, productivity and faith in the network, but may require significant technician time to correct the problem. This may require a complete re-image of the workstation. Solutions combating these problems are still largely in development and refinement without a clear de facto choice. Some current alternatives include;  Workstation policies  Browser security levels  Alternative browsers  Gateways  Spy-ware filters  Automated desktop refresh. Workstation policies - that restrict the users access to install new applications, either completely, or via a white list determining appropriate work applications. Often times the number of these applications in a diverse environment makes it extremely time intensive to produce such a list making it a difficult choice. Combined with the management of the policies to a user specific degree without a robust enterprise toolset makes this a very difficult endeavor. Browser Security Levels - The primary corporate browser of choice, Internet Explorer, will allow the changing of the security levels or zones to a higher degree, this disables a lot of the commonly used access points for mal-ware, but often also disables innocuous sites as well. Alternative Browsers - New browsers are gaining a foothold in the environment as well, these browsers eschew the open nature of IE in favor of more security conscious approach. This includes not support ActiveX, a primary protocol for installation, or other typical vulnerable processes from websites. Mozilla Firefox is one such popular browser. Gateways - This approach installs a scanning engine at the boundary point, allowing all web traffic to go through the inspections prior to being routed to the desktop. This proxy approach often conflicts with firewalls (or replaces), and still has the requisite signature update requirement.

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Information Technology Strategic Business Plan Spy-ware Filters - This is likely the most commonly used approach, a software install on the individual desktop with a definition list that searches the local machine for suspected files. Largely a reactive measure rather than pro-active, although certain vendors provide an immunization process that will monitor any attempts to install files or keys that match the definition database. In a corporation environment, the management and deployment of this software is still someone lacking in enterprise tools. Automated Desktop Refresh – A more flexible and automated approach, dual partitions, allow the user to change, install, modify anything as needed, then re-image the desktop on a scheduled basis from the second partition locally. Although this doesn't stop the problems of the actual software, it provides a significantly faster response time to rollback the problems and re-enables the user to full productivity. Viruses Viruses, worms, bots, Trojans, the list continues to grow as the threat evolves. Essentially they are summed up as self-replicating mal-ware at this point; occasionally destructive, but largely focused on spreading throughout the environment through mail, ftp, file share, or direct connection. Today's viruses more commonly use overflow buffer vulnerabilities or other windows entry vectors for the initial infection, then utilize additional ones subsequently. This unsettling fact means that up-to-date definitions and engines are not enough, a consistent patch management approach and thorough firewall policy is required to abate these vulnerabilities as well. Other reactive measures include segmented fire-walled networks, limiting the infected areas and slowing the spread, or lacking that, the ability of the core network to shunt certain ports identified after examination as transport mechanisms for the viruses. This allows the response team time to combat the source of the infections with less concern about widespread after affects. One particular process that allows us to combat most of these problems to some degree or another is Network Monitoring. This accomplishes this through a number of methods; one it allows a baseline of the network activity, and through proactive trending, and automated threshold, allows differences to be noted and responded. Additionally it provides constant flow of data on the status of the network and its devices, ensuring any problems are rapidly addressed.

Risk Assessment Methodology
The general approach taken in assessing each type of technology risk can be shown in the following flowchart.

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Figure 29: Risk Assessment Methodology Flowchart

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Communications Strategic Plan
Overview
M em p his is a city o n the m o ve… bo th fro m its co ncentratio n in the transpo rtatio n and lo g istics industry and its efforts to move forward as a leading trade center in the country. Memphis is also attracting a number of e-commerce firms who are bringing significant capital investment and thousands of new jobs. This environment has and will place extraordinary burdens o n the C ity‘s operations to ensure that these new economic players continue to see Memphis as the select site for their business.

Current Environment
Today, the City of Memphis provides direct telecommunications services to approximately 3000 City workers. There is an extensive fiber optic distribution network, with the balance of the network connectivity provided through BellSouth central office services. The current environment (see diagram below) has evolved much as in many cities across the nation: individual departmental or location decisions have been made to optimize individual operations or budgetary requirements. The result over time is that while the initial decisions were sound for the reasons stated, the evolution of the process has left the City with a complex set of administration and maintenance issues. With over 20 different types of systems of varying ages and vintages and 11 d ifferent vendo rs to coo rd inate, the o verall C ity‘s o peratio n is less than optimized. Additionally, newer approaches to technology suggest that renewals or upgrades to these small, disparate systems may be counter-productive to the advantages available from implementing a more cohesive, City-wide information network that can share facilities and take advantage of advanced applications. For this reason, it is important for the City to understand the possibilities offered by new technologies and to evaluate its overall Strategic Communications Plan in light of a fundamental change in operations.

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Figure 30: Current Communications Diagram

New Directions in Technology
The City of Memphis has the opportunity to take advantage of new directions in technology; however, it is not the technology itself that is most important, the impact of technology in the achievem ent o f the C ity‘s go als and o bjectives. A t a hig h level these go als m ay be defined as:  Create a communications environment that supports improved service to the citizens of Memphis  Provide communications services that improve the productivity of City workers  Reduce overall on-going communications costs through the use of technology and improved management of communications resources The Communications Strategy guides and directs the long-term evo lutio n o f the C ity‘s netw o rk. The concepts presented are designed to reduce duplication of effort, reduce costs, speed delivery o f service and fo cus the C ity‘s investm ents in techno lo g y o n tho se areas that w ill pro vide the greatest value in furthering the C ity‘s go als.

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Figure 31: Future Communications Diagram

The Citywide Information Network
To build an effective citywide information network requires a fundamental change in the approach to building a Communications Strategy. It becomes important to identify the common business functions across the City. Changing the approach from building a voice and data network apart, to building a converged information network based on common needs requires the City to re-look at how its addresses its business operations. The concepts to be adopted are:  Reorganization of all City-owned and leased communications/data facilities into a single, converged Memphis Information Network.  Reorganization of the planning approach for communications services to focus on app licatio n delivery acro ss the C ity‘s o peratio ns, versus location or department  Reorganize the communications/data budgeting process to provide a mechanism for administration of a converged Memphis Information Network.  Implementation of City standards for a multi-media supporting technology across the C ity‘s co nverged operations prioritized by application value to the end-users

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Information Technology Strategic Business Plan  Develop a cohesive set of general policies to guide the overall implementation of a converged, citywide information network  Establish the framework for specific policies and practices to be implemented as part of the Citywide information network NOTE: The activities identified in the plan are ongoing. The concepts (convergence, centralization, cost savings) are all valid. On an ongoing basis some of the details such as network vendors, etc. may change. No revisions to this strategy have been planned.

NOTE: See Appendix for Complete document.

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Geographical Information System (GIS)
GIS technology provides capabilities for visualizing and understanding what is going on in one or many locations by allowing the user to model resources, relationships, processes, dependencies, patterns, threats, and risks. These capabilities provide the ability to observe what is going on, measure an event or impact, analyze disparate data, develop plans, and ultimately decide on a course of action. The ability of GIS to integrate spatial and nonspatial data, as well as support analysis and process modeling, enables it to become a platform for the integration of the business processes of multiple departments, activities, and disciplines within the municipal government.

Enterprise Level GIS (EGIS)
An enterprise approach to GIS will provide a framework for the departments of the municipal government to collect data, share information, collaborate, and conduct cross-departmental analysis in order to become more efficient and informed about the population, resources, infrastructure, and the activities that are affecting them. The concept of enterprise GIS (EGIS) does not stop with just the geospatial information resources of any one municipality but extends vertically to other levels of government (federal, state, international) and horizontally to other municipal governments and private sector organizations in the same region. The better the information the municipality has about the public's diverse needs, the better it can manage and direct its own resources to provide value to its customers and be accountable to its citizens. In effect, the implementation of an enterprise GIS will provide the framework for the municipality to meet its diverse, yet critical, mission in a modern and integrated manner. The City of Memphis is advantageously positioned to establish an enterprise level GIS; there are already a large number of GIS users within various city departments whom Enterprise GIS can leverage. The resources both in technology and in people required to meet the objectives mentioned above must be in place. The knowledge and skill sets necessary for enterprise application development and management are higher than the current user level expertise. The following chart illustrates how IS envisions GIS technology supporting the City of Memphis.

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Figure 32: Key Enterprise GIS Concepts

GIS Implementation
The most important and critical component to achieving a successful implementation is the commitment from Division Directors and Managers to ensure the cooperation and collaboration of their staff with the GIS Team. Without the data and information from the various Divisions and Departments and the opportunity to participate in the initial planning process of potential projects, the Enterprise GIS cannot exist. This plan provides the framework to create a consortium of stakeholders (GIS Advisory Committee) that will guide the future of GIS for the City of Memphis. P articip atio n and co llabo ratio n canno t sto p at the C ity‘s bo undaries; natural d isasters and other em ergency situatio ns do not reco gnize jurisd ictio ns. T he C ity‘s G IS strategy m ust includ e the active participation in regional initiatives that enable superior response in emergency situations and the sharing of data with emergency services personnel and technology with our neighbors. CMEM IT Strategy - Ver 1 1.doc Page 164 of 203 12/6/2006

Information Technology Strategic Business Plan T he im p lem entatio n o f the C ity‘s E nterprise G IS is an im po rtant first step in develo p ing and operating a system that will enable Memphis to be a full participating partner in the county-wide and eventually the region-wide GIS system. This implementation plan provides a strategy for building the infrastructure, developing the policies and procedures for information management and creating user friendly applications and interfaces to meet the GIS needs of the City of Memphis over the next four to five years. NOTE: See Appendix for Complete White-Paper document.

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Website Operations & Services
Introduction
The City of Memphis website is a worldwide portal that must be kept effective and efficient from usability perspective as well as innovative, attractive, and fresh from an aesthetic perspective. The City of Memphis website, located at http://www.memphistn.gov, exists to offer City-specific information and services to citizens and visitors anytime, anywhere, and on any device, accessible effectively and efficiently.

Background
―M E M P H IS T N .G O V ‖ (see belo w ) w as lau nched in N o vem ber 2004 to replace the prior CITYOFMEMPHIS.ORG as the City of Memphis web presence. The primary directive in the development of the new site has been toward the refinement of Divisional areas, assimilation of disparate sites, and the growth of content contributors.

Figure 33: MemphisTN.Gov

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The web liaison content contributor group has grown from 18 to 44 contributors including an HCD application which allows citizens to file housing complaints and track for results. Since the launch, ACS has assisted Information Services Division by providing refinements and enhancements to C ity D ivisio ns‘ w eb co m po nents o n the site. T he m o d ificatio ns have predominantly been performed in content, most notably for the Office of Multi-Cultural and Religious Affairs, Memphis City Beautiful, and Park Services. In addition to maintenance initiatives, items taken under the umbrella of the City website include: MSARC, Memphis Animal Services, MVIB, Memphis Weights, and EMA. The current version of the City web site affords many opportunities to communicate a vast amount of information in a structured and non-cluttered manner. The front page of the site has been a great reso urce fo r each d iv isio n to ―advertise‖ their m o st im po rtant and tim e sensitive m aterial. T he ―A reas o f Interest‖ and ―Q u ick L in ks‖ m o du les have assisted visito rs by offering access to the most sought after information. The site has a consistent look and feel both aesthetically and navigationally with an intuitive design toward finding available content.

Current Website Initiatives
Through completion of the action items shown below the City of Memphis website will:  Provide access to actively-updated information and most pay services within three mouse clicks  Utilize the entire browser screen for a variety of modern screen resolution settings  Provide more intuitive and organized access to information.  Accommodate seasonal style variances to improve and maintain the website hit rate

Analysis
Screen modules static and dated No MCSC feedback Tourism area is thin Screen underutilized Site Navigation difficult Inconsistent external websites Graphical changes lacking Limited interactivity

Recommendation
Create monthly rotating module content and City service/news flashes Establish program to obtain information Build up area by describing the 3 tourism entities Utilize 100% of browser screen through liquid HTML Hovering menus Take in remaining sites (City Council, Solid Waste, Memphis Police, etc.) Create seasonal graphical changes Create polls/contests to get visitors involved

Expected Date
OCT OCT OCT NOV NOV NOV, DEC, JAN NOV NOV

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Analysis
Multiple bids crowd Gov News Search engine lacks Lack of audio support on site ―K id s A rea‖ is thin Proactive access to site Questions assistance lacks Hidden departments Insight and appeal to divisions lacking Legend
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Recommendation
Create Bidders Section Upgrade to Google Mini Podcasts for audio updates Build up area by adding new features such as lessons, games, museum info, etc RSS Feeds Live Online Help (http://www.VBGOV.com) Develop Media tours / site map computer navigation Divisional audio/video guides and presentations

Expected Date
DEC DEC JAN FEB FEB APR MAY JUNE

Green indicates completed and Implemented Yellow is in-development

NOTE: See Appendix for Complete White-Paper document.

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Centralized and Standardized Hardware & Software
Purpose
T he purpo se o f this do cu m ent is to pro vide a descriptio n o f the C ity o f M em p his‘ appro ach to standardizing and consolidating system platforms to achieve economies of scale, continuity of operations, and improve customer support throughout the enterprise. The benefits of achieving a standardized and consolidated environment were recognized by the City to be:  Increased economies of scale through volume procurement and maintenance  Direct savings through more efficient and effective use of computing and support resources in the enterprise (Note: projected savings of $1MM and a 3 year ROI)  Greater preparedness for disaster situations  Increased operational stability  Improved information security through established software and hardware standards

Background
Information Services conducted extensive research on various technologies and available products through competitive bid processes, as well as by performing exhaustive research through third-party consultancies and literature.

Approach
The chart below identifies the design and implementation tasks that were paramount in enacting the C ity‘s centralizatio n and stand ard izatio n strateg y. T he pro cess w as first initiated in October 2003. The diagram depicts the order of operations necessary to develop designs and perform implementations for key IT projects.

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PID 2108 SERVER CONSOLIDATION - PHASE I:
STABILIZE AND ORGANIZE ENVIRONMENT

PLAN AND DESIGN DOCUMENT

PID 2108 STORAGE AREA NETWORK RFP/PLAN DOCUMENTS

OCCUR IN PARALLEL

PID 2110 DATA CENTER RELOCATION DESIGN DOCUMENT

PID 2724 ACTIVE DIRECTORY DESIGN DOCUMENT

OCCUR IN PARALLEL

PID 2435 ORACLE ERP DESIGN DOCUMENT

PID 2108 SERVER CONSOLIDATION - PHASE I:
STABILIZE AND ORGANIZE THE ENVIRONMENT

IMPLEMENTATION PID 2108 SERVER CONSOLIDATION PHASE II:
CLUSTER AND ENHANCE

OCCUR IN PARALLEL

PLAN AND DESIGN DOCUMENT

PID 2724 MS EXCHANGE PLAN AND DESIGN DOCUMENT

PID 2110 DATA CENTER RELOCATION: THE NEW INFRASTRUCTURE IMPLEMENTATION PID 2108 STORAGE AREA NETWORK: SCALABILITY & AVAILABILITY IMPLEMENTATION PID 2435 ORACLE FINANCE AND HRMS IMPLEMENTATION PID 2108 SERVER CONSOLIDATION PHASE II:
CLUSTER AND ENHANCE

OCCUR IN PARALLEL

PID 2724 MS EXCHANGE
INSTALLATION AND MIGRATION

IMPLEMENTATION PID 2769 DESKTOP STANDARDIZATION IMPLEMENTATION

IMPLEMENTATION

Figure 34: Consolidation Program Strategy

Standardization
Hardware & Software Through a technical and functional consolidation, Information Services has been able to establish standards in technical areas such as server management, and network security, as well as achieve economies of scale through volume procurement of hardware and software from Microsoft, Oracle, Dell, Extreme, Computer Associates, and other vendors.

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The standards provide a framework for all City IT configurations, and decrease the administrative support required to service any particular IT asset. In-House Development The centralized Application Development and Maintenance team provides turn-key and off-theshelf (OTS) implementation, custom development, and/or support for all client applications.

Future Direction
Info rm atio n S ervices‘ co ntinued strategy fo r the IT infrastructure is to continue growing at low marginal costs, such that employees, citizens, and constituents can reap the large scale benefits of consolidation and standardization. Throughout the City of Memphis, business organizations exist that can leverage the C ity‘s IT infrastructure to reduce co sts. In this w ay, the C ity‘s IT infrastructure becomes a revenue producer, drawing existing and new businesses to locate operations in the City of Memphis. NOTE: See Appendix for Complete White-Paper document.

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Centralized Standard Operating Procedures (SOPs)
As a mean to provide a central and more structured location for departmental policies and procedures, the City uses an internal tool called Wiki.

Wiki - Standard Operating Procedures Repository
The Wiki is a collaborative website similar to a web log in structure and logic. It allows anyone using a web browser to edit, delete, and modify content placed on the website. It supports hyperlinks and has simple text syntax for creating new pages and cross links between internal pages. Guidelines have been set for creating documents within Wiki to ensure a consistent structure in producing documentation that is easily recognized by its users. These guidelines consists of writing measures, verbiage usage, formatting, and general writing rules. Each department is responsible for providing content has been allocated workspace that is broken down by functional areas within that department. With in each functional area, documentation is categorized by departmental standards, policies, procedures, and general information.

Wiki – Contents Policy
A standard format with writing Guidelines has been established within the Wiki Repository. In this way, each new document will meet minimum acceptable guidelines for use. It is the responsibility of each manager to ensure that the information contained in he overall document is accurate. The Writing Policy addresses: 1 Description 2 Writing Measures 2.1 Policy 2.2 Responsibility 2.3 Content 2.3.1 Introduction 2.3.2 Standards 2.3.3 Polices 2.3.4 Procedures 2.3.5 Information 3 Verbiage usage 3.1 Shall, should, may, and can 3.2 That and which 3.3 Abbreviations and acronyms 3.4 Use of the first- or second-person forms of address 3.5 Gender-Neutral language

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Information Technology Strategic Business Plan 3.6 Use of the terms safe or safety 4 Formatting 4.1 Body clauses 4.2 Lists 4.3 Warnings and cautions 5 General Writing Rules

End User Services SOPs
There are 22 documents currently managed within the Wiki including:  Network Hardware  Wireless Network Hardware  Telephone Hardware  Fiber Cabling Quote Requests  Copper Cabling Quote Requests  Firewalls  Wireless Networks  Standard Software  Service Guidelines  Call Coding Chart  Operations of Help Desk  Closed on Contact  Processing Access Forms  Stolen Equipment  Creating Users in Oracle  Desktop Hardware Standard  After Hour Support  Ticket Accuracy and Documentation  Escalation Procedure  Customer Escalation Procedure  Problem Reporting  Supported Equipment NOTE: Wiki will be used to store internal policies and procedures. However, the “W ik i” is not currently available for broad-based use - formatting and access issues are yet to be resolved.

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Data Warehousing Solution
Background
A ―data w areho use‖ is w idely k no w n as a co py o f transactio n data fo r the purpo se o f querying and reporting. Implementing a data warehouse is also common approach to preserving and archiving older data. Data warehousing efforts are used in cases where existing reports or queries are inadequate, or new data is to be combined with older transaction data. Often data warehouses can become very large, and can require extensive management to maintain uptime and performance.

Alternative Approaches
Information Services is testing an alternative to efforts associated with scrubbing, migrating, storing and actively managing transaction data for a data warehouse. Through the use of virtualizatio n techno lo g ies such as E M C ‘s V M W are, Info rm atio n S ervices is exp lo ring lo w co st methods of retaining older systems, data, queries, and reports. Rather than implementing a new so ftw are so lutio n, or applying hu ndred s o f ho urs of m anual effo rt, the notio n o f ―virtualizing ‖ legacy servers presents a sound solution.

Virtualization
In the data center space, virtualizatio n is the act o f separating a server‘s o perating system and applications from its physical hardware. At this City of Memphis, this logical OS/application grouping is then moved to a VMWare ESX instance running on a redundant, scalable blade server chassis. The virtualized servers can be viewed and accessed in the same method as physical servers. Having the virtual machines (VM) on redundant blade servers also contributes to a solid disaster recovery strategy, whereby an entire virtual machine or set of VMs can be restored from backup quickly and easily.

A Cost-Effective Solution
At the City of Memphis, increasing the virtual machine cost presents a low marginal cost, and high economies of scale. The only items needed for a typical VM install are:  Sufficient licenses for VMWare ESX,  An Operating System,  A backup agent, and  Sufficient co m puting and sto rage capacity o n the C ity‘s co nso lidated netw o rk. Benefits include:  Low cost: little software and hardware needed  Remove dependency for aged/legacy hardware  No training / ramp-up time  Efficiently use existing hardware  Users utilize the application they same way they always have (read-only), until they no longer need to access the legacy reports/data CMEM IT Strategy - Ver 1 1.doc Page 174 of 203 12/6/2006

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Implementation Plans
By leveraging this methodology, and if tests are successful, Information Services will set a precedent to move legacy applications virtual machines without the procurement of an additional software product. Once Testing is completed early in the new Fiscal year, the solution will be implemented by the technical staff to be used by all users. In this case, users will continue to have access to the application and its associated reports in the same way they always have. As the number of users or a particular VM application server approach zero, that server will be decommissioned and shut down.

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Security & Privacy Policies
There are six (6) key policy areas in place relative to Security and Privacy:  Security Processes  Remote Access  Physical Security  Master Password  Incident Response  Firewalls Each is described in summary form below. Elements of sensitive information have been removed. NOTE: See Appendix.

Security Process Policies
These policies address processes in four (4) broad areas:  Information Security  Security Equipment & Software  Virus Protection  Maintaining Information in Environments Information Security  Managing and administering access to all protected system resources and data, including the Software, systems, networks, systems files, and City Data. City will retain authority for approval of data or system access requests. City will notify Vendor what entities and personnel are to be granted access to the Vendor-operated systems and City Data, and the level o f security access granted to each. V endo r shall fo llo w C ity‘s instructio ns, fo llo w the procedures regarding such access as designated by City and, as the custodian of City Data, fo llo w C ity‘s requ irem ents fo r classificatio n and p rotectio n o f C ity D ata.  (b) Installing and updating system security Equipment, Software and Desktop Equipment acquired by City, assigning and resetting passwords per established procedures, creating user ID ‘s, suspend ing and deleting inactive lo go n ID s, researching system security pro blem s w ith C ity‘s assistance, m aintaining netw o rk access autho rity, pro cessing C ity -approved security requests, performing security audits to confirm that adequate security procedures are in place o n an o ngo ing basis, w ith C ity‘s assistance pro vid ing incid ent investig atio n suppo rt, and providing Application security support and technical advice.  Reviewing information security procedures with City. Vendor shall develop, maintain, update, and im p lem ent security pro cedures w ith C ity‘s review and appro val, includ ing physical access strategies and standards, ID approval procedures and a breach of security

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Information Technology Strategic Business Plan action plan. City will retain the autho rity to im p lem ent, m aintain and update C ity‘s data security policies, including the corporate information risk policies, standards and procedures; Vendor shall reasonably assist City to perform such tasks. Vendor shall in cooperation with City implement programs to raise the awareness of End Users and staff personnel of both Parties as to the existence and importance of compliance. Such security procedures shall meet the validation requirements of City and applicable laws (e.g., special statutory requirements) as specified and communicated in writing to Vendor by City. Developing, implementing and maintaining a set of automated and manual processes so that, to the extent reaso nably po ssible, C ity‘s data access rules, as they are m ad e kno w n to V endor in writing, are not compromised. Administering user IDs across City Business Units in areas related to the dedicated enviro nm ent and co nducting such ad m inistratio n in acco rdance w ith C ity‘s data security policies and the service levels responsibility shall include: o When provided with forms from authorized submitters requesting new or modified log-on IDs, responding to access requests. o Vendor shall suspend and delete inactive log-on IDs as necessary. o Vendor shall suspend or delete log-on IDs immediately upo n C ity‘s request as a result of security or other policy concerns. Coordinating system password changes, including for Servers, firewalls and applications, on a quarterly basis or as reasonably requested by City. Vendor shall be responsible for changing and testing local passwords as required. Proactively monitoring users of the processing environment for authorized access. Vendor, w ith C ity‘s participatio n, shall m o nito r, review and respo nd in a pro m pt and appro priate manner to access violations. Capturing data regarding routine access and exceptions for audit trail purposes, and making such data available to C ity upo n request; pro vided that V endo r‘s o bligatio ns in this regard shall be limited by the data capture capabilities of commercially available software providing such capabilities. Establishing and administering security violation and unauthorized access attempt report mechanisms. Where there is a security violation or an unauthorized access attempt discovered by Vendor or made known to Vendor, Vendor shall: o (1) promptly provide a written report to City describing such violation or attempt, including the extent of such violation or attempt; o (2) initiate corrective actions, with the assistance of City where appropriate, to minimize and attempt to prevent reoccurrence to the extent such violation or attempt is within an area under the control of Vendor; o (3) recommend corrective actions to City to minimize and prevent reoccurrence to the extent such violation or attempt is not within an area under the control of Vendor; and o (4) prepare and retain documentation of investigations of such violation or attempt and provide a copy of such documentation to City. Providing security mechanisms and tools, including for encryption and authentication, which are intended to prevent unauthorized access to (without discriminating between employees of

 

  





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Information Technology Strategic Business Plan City, employees of Vendor or third parties), and protect the integrity of, the systems, netw o rks, A pp licatio ns S o ftw are, system s files and C ity D ata under V endo r‘s management. Vendor shall provide security access control tools for data, databases, Applications, operating system s, and netw o rks w ithin V endo r‘s m anagem ent in co m p liance w ith C ity security policies, standards and procedures as provided to Vendor in writing, and maintain such security and access control devices in proper working order. Maintaining and administering security databases. Where reasonably possible, restoring information lost or damaged as the result of a security violation. Performing security audits to verify that appropriate security procedures are in place. Vendor shall perform periodic audit self assessments, and provide written responses to both internal and external security audits. Vendor shall report violations to City. In consultation with City or its designees, identifying security risks and recommending and implementing procedures to minimize such risks. Establishing and maintaining safeguards aimed at preventing the unauthorized access, destruction, loss or alteration of City Data under the management of Vendor that are no less rigorous than the practices of City (as made known by City to Vendor) or those Vendor uses to protect similar data of its own. Developing and implementing processes and procedures to secure, as reasonably possible, the LAN and to protect the confidentiality of City Data, and developing and implementing processes and procedures to secure the LAN against unauthorized access. Vendor shall not give other parties (other than City and as otherwise approved by City) access to C ity‘s L A N co m po nents w itho ut C ity‘s prio r w ritten co nsent. Managing security for the LAN, including implementing access requests and access rights lists and managing IDs, passwords, and logons. Vendor shall maintain adequate security processes in place to prohibit unauthorized access to the LAN. Establishing and administering procedures and mechanisms to enable secure inbound and outbound Internet/Intranet/Extranet access including firewall Servers and Internet/Intranet development controls designed to produce secure architectures.

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Security Equipment and Software  Vendor shall cooperate and coordinate with City and its designee in developing and im p lem enting a C ity N etw ork security p lan (―N etw o rk S ecurity P lan‖). V endo r shall be responsible for configuring, deploying, operating, maintaining, and administering security equipment and software in accordance with the Network Security Plan and City security policies identified by City to Vendor; provided, however, that City acquires the related hardware, software and third party services. Virus Protection  Installing, tailoring, updating, operating and maintaining City-funded Virus protection Software which will scan for Viruses automatically (including inbound and outbound e-mail and attachments, removable media, file Servers and other at-risk data stores). With respect to D eskto p E quip m ent, V endo r‘s o perating o bligatio n (o utsid e o f the co ntext o f the rem ed ial

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Information Technology Strategic Business Plan measures described below) shall be met by Vendor setting up Virus protection software to automatically execute as part of the End User login process.  Upon detection of a Virus, Vendor shall take steps to notify the Help Desk, assess the scope of damage, arrest the spread and progressive damage from the Virus, reduce the effects of the Virus, promptly report such Virus to City, immediately take steps to salvage and/or restore as much of the impacted functionality and data as possible, and, if the Virus causes a loss of operational efficiency or loss of data, mitigate the losses and restore such data where reasonably feasible. ACS researches viruses daily, and reports critical viruses through the Call Center to the user community. After Symantec makes updates available, ACS immediately updates virus definitions throughout the enterprise. Although it has not yet occurred, any data lost on a server as a result of computer virus infection would be restored from backup tape.  Upon notification that a time-dependent Virus may have been or will be introduced, Vendor shall immediately take steps to prevent such an introduction or take the steps set forth in the preceding sentence. In addition, Vendor shall perform Virus scans on Desktop Equipment upon implementation or upgrade of Virus protection software to Desktop Equipment.  Establish and implement a Virus awareness training program. Virus awareness is communicated by special instructions through the ACS Call Center, including deletion Maintaining The Security Of Information In Environments Vendor shall develop and implement an information security approach, subject to C ity‘s appro val and C ity‘s security po licies, that fo llo w s a reso urce-ownership responsibility concept for security, for validating access authority, for encrypting information where necessary, and for regularly reviewing authorized access for computer users (including periodically reviewing access lists to verify that each user ID having access still requires such access). Without limiting the generality of the foregoing, Vendor shall follow security procedures identified from time to time by City. Vendo r‘s respo nsibilities w ith respect to info rm atio n security shall include the following:  Managing and administering access to all protected system resources and data, including the Software, systems, networks, systems files, and City Data. City will retain authority for approval of data or system access requests. City will notify Vendor what entities and personnel are to be granted access to the Vendor-operated systems and City Data, and the level of security access granted to each.  Installing and updating system security Equipment, Software and Desktop Equipment acquired by City, assigning and resetting passwords per established procedures, creating user ID ‘s, suspend ing and deleting inactive lo go n ID s, researching system security pro blem s w ith C ity‘s assistance, maintaining network access authority, processing City-approved security requests, performing security audits to confirm that adequate security procedures are in place o n an o ngo ing basis, w ith C ity‘s assistance pro vid ing incid ent investig atio n su pport, and providing Application security support and technical advice.

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Remote Access Policy
Effective Date: 15 December 2002 Last Update: 4 March 2003

This policy is intended to authorize remote access to City of Memphis information systems and network resources in a secure manner and with appropriate authentication and accountability. Policy  The City may provide remote access to authorized City employees, contractors, vendors and su bco ntracto rs, as referenced in po licy, ―H D -010 Operations of Help Desk.‖  Remote access must go through the single connection method under the control of the City IT department or designee.  All City network resources must be accessed through the City controlled connection point.  Remote access will not be permitted at any other connection point in the City network without written authorization from the city IT department.  Remote access connections are subject to monitoring and/or disconnection without notice by authorized City IT representatives and/or designated agencies.  User will be responsible for complying with approved City standards for specific app licatio ns and/o r system s as referenced in po licy, ―IF -006 Security Processes for Infrastructure and E nviro nm ent.‖ (e.g. . rem o te contro l so ftw are fo r m anag ing servers, or general network access).  U ser w ill pro vide their security po licy to the C ity‘s authorized representative. U ser w ill no t be granted access u ntil C ity o r C ity‘s autho rized representative has accepted user‘s po licy. U ser w ill pro vide updates o f user‘s security po licy to C ity‘s autho rized representative as requested.  Use of remote access is a privilege, not a right which may be revoked at any time. The City retains the right to keep, retrieve and monitor all records of access to City information systems.  All off-site use of City software will be under proper license in accordance with City policies.

Physical Security Policy
Last Updated 04/12/05 Zone Definition - This is a defined zone of control that will encompass the readers, doors, and access areas associated by purpose and proximity. Each zone requires a Location Manager and a Location Liaison with applicable contact information. These roles may be shared by one person, although that is discouraged. Each zone definition should also include the specifications of the physical location, and number of objects associated within. It should also contain a summary of purpose, functions, and uses.

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Information Technology Strategic Business Plan The Manager and/or Liaison will be the person(s) responsible for approving access requests, and communication with the Security Department to enact the access. This access uses a two-factor system. All media is maintained with the individual manager/liaisons, but they lack the access to enable the media in the system. Likewise, the Security Department maintains control only to the access controls, and not the media itself. Each Zone should use a system to maintain logging to a single system repository if possible, and should the design of any systems should encourage checks on both ingress and egress. Please forward all system designs to the Security Department for consultation. Backup Access - To facilitate a secondary access method for times when the primary is not available, a backup access shall be defined. Typically this is a keyset, and should be restricted to only 1 or 2 people so as to encourage normally tracked media for day to day usage. Each of these keys needs to be tracked and documented as to ownership, and incidents of use to be reported to the Security Department via email. Identification Management and Expiration - Thorough checks to verify identity before granting access is a requirement. For employees, supervisor vouching is enough, but for vendors an employer ID badge is required. Once granted, continued expiration and re-identification is necessary for the trust of the access media. Although un-implemented at this time, 90-120 day expiration times, with a check-in are planned for all access media. Procedure for Grant and Revocation - Any access request must be signed by direct manager of petitioner along with justification for access to a particular zone, then forwarded to the relevant zone manager/liaison for approval and signoff. Then this is passed to the security office for verification, and preparation. Least access required is a key component in these discussions; never grant more than is necessary for job function. Revocation follows a similar procedure, the zone manager, employee manager, or security m anager m ay request revo catio n o f a particu lar user‘s credentials w itho ut the need fo r seco ndary approval, but notification with justification to all parties is required. Temporary Access - In some cases a temporary pass may be needed, either on a per day, or per week basis. These access grants follow the same process as normal, via the location manager/liaison and grants from the security department. They all require very limited activation time, and automatically expire within the assigned time, rather than requiring a manual deactivation. Currently Defined Zones - The Data Center, Staff Area, MDF, and Telephone Room area for the City. The offices, inventory, and data center that functions as a secondary data center,

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Information Technology Strategic Business Plan inventory, and office area for applications, help desk, tech support, telecommunications, security, and business office.

Master Password Policy
Last Updated 04/28/05 Purpose - This policy is to define the steps taken to protect the master password list for the city, and methods to retrieve necessary aspects of the list during an emergency without compromising the whole. The reasons for the depth of these protections is the time and resources necessary to change all passwords in the event of a compromise, and the potential collateral damage from said compromise. Procedure - The list is maintained in two disparate media formats.  Electronic Media Format o The first media format is a PGP encrypted excel file listing each access credential and its password. This requires not only the PGP software to be installed, but the correct private key(s) available, and lastly the pass-phrase associated with the key.  Paper Master Format o The second media format is secured paper storage. Combined these methods provide security assurance to the integrity of the password lists, while still maintaining accessibility during emergencies with auditing and accountability.

Incident Response Policy
Last Updated 06/22/05 Initial Contact and Investigation  Who reported the contact?  What symptoms indicated an incident has occurred?  When did the symptoms occur, and when was the incident reported?  Where were the symptoms noted? Identify  Validate incident occurrence  Determine the context of the incident, insomuch as what areas it affects.  Ascertain the exact characteristics of the incident, what exactly it is/does, and what the scope of its payload/ramifications are Analysis - Risk Assessment vs. Production Loss Expectancy

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Information Technology Strategic Business Plan  With the above information make a determination on the cost/damage potentially incurred from the incident.  Plan one or more solutions to resolve the issue, and resolve the losses required to enact these solutions.  Via Management approval, select the appropriate solution. Contain  Enact the management approved containment solution to end the breach. Recovery  While preserving all log data, and information to evaluate the incident, begin working to return all assets to production status Post Mortem - Evaluate attack, and response. Identify improvements  Evaluate the incident itself, its effects, and the response methodology used to combat it.  Identify action items to remove/reduce the chance of future incidents, and ways to improve the response methodology.

Firewalls Policy
Effective Date: 15 June 2001 Last Update: 5 March 2003

A firewall is considered to be any filtering device or group of devices that restricts access to a set of organizational resources such as servers, printers, or applications. The filtering device can restrict access at different communication levels, from the network layer to the application layer. The restriction to these resources can be imposed on users, hosts, or any other entity that is considered trustless or unauthorized to access certain resources. The filtering can be implemented on inbound and/or outbound network traffic, depending the resources that need to be protected and the organizational policy imposed. A filtering device can be categorized as network-level, application-level, or circuit-level. A network-level firewall provides filtering at the network packet layer. It inspects the source and destination address of network packets, along with the source and destination ports if it is capable. Based on the access control rule set that is implemented, it allows or denies the packet to be forwarded to the appropriate destination. Policy: The evolution of e-commerce forces organizations to establish Internet and extranet connectivity to accommodate the need for exchanging information. The ability to exchange information over a common channel, for example, the Internet, or a private dedicated B2B extranet link, provides several advantages to an organization, that include productivity services such as e-mail for

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Information Technology Strategic Business Plan organizational users, the conducting of business transactions with business partners, the exchange of organizational information, or the ability to let customers place orders and retrieve product information. Organizations have adopted the idea of placing a filtering device, such as a router or a firewall, between their internal protected network and connections to external networks to provide protection from malicious attacks and limit the exposure of their internal resources. Different firewall architectures can be implemented, each with its own benefits and shortcomings. For example, a router can be configured to filter incoming or outgoing network traffic simply by looking at the source/destination ports and IP address of a network packet. On the other hand, a proxy firewall can provide filtering at the application level. Currently, most commercial firewalls can provide a combination of network and application filtering, along with other added services such as network traffic encryption for establishing secure Virtual Private Networks (VPNs), remote user authentication, and content filtering. The following sections provide the META Security Group best practices for maintaining an adequate level of security on a firewall configuration. Note: Although this publication does not guarantee the security of firewall systems, it does serve as a measurable standard to achieve an appropriate level of security that minimizes level of risk. Compliance to its guidelines elevates the level of security inherited by default installations of firewall systems and underlying operating systems. There are 101 defined Requirements in the detailed document.

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Capital Improvement Program (CIP) Projects
Consistent with Information Service‘s M issio n o f D isco vering, C o nnecting, S upporting and Driving technology for a better City of Memphis, we are proposing four (4) CIP projects for FY 2007. These projects are: 5. 6. 7. 8. Oracle Phase III Treasury System Replacement Communications Network Expansion Replacing Obsolete Equipment

Oracle Phase III
T his pro ject fu nd s current and future requirem ents o f the C ity‘s new ly im p lem ented O racle E nterprise R eso urce P lanning S ystem . It addresses the inefficiencies that still exist in the C ity‘s Business processes by streamlining or eliminating inefficient manual processes; providing adequate training fo r o ur w o rkfo rce in the use o f new techno lo g y and auto m ating all the C ity‘s system interfaces to prevent manual intervention. It also provides better financial reporting; iSupplier, Sourcing and Procurement Contract Modules and Oracle Enterprise Asset Management. It completes Phases II of Oracle Balanced Scorecard & Daily Business Intelligence; completes all outstanding reports from Phase I & II; integrates Geographic Information Systems (GIS) and analyzes and implements division integration (i.e. Library Systems). It rolls out Oracle HR Self Service for all Cit employees and implements Data Warehousing Solutions. NOTE: See Oracle Phase III Implementation for Project Descriptions.

Treasury Replacement System
This system replacement will address a comprehensive in-house solution for the Tax, Alarms, and Permits Departments for the City of Memphis Finance Division that is being designed to capture the C ity‘s business requirements and interface seamlessly with Oracle Financials and generally accepted financial processing and reporting standards. Project scope for each department will include: system design, system development, testing, and implementation of a new system utilizing the most modern architecture and City-standard products. Primary objective of implementing the new system is to leverage existing IT hardware, software, and staff in order to lo w er the C ity‘s co st o f o w nership fo r this endeavo r. This in-house solution will address all modules associated with Tax, Permits, and Alarms, and will lower operational costs by bringing print services into the C ity‘s data center.

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Communications Network Expansion
This project provides funding to address to current and future requirem ents o f the C ity‘s telecommunications needs. It will address expanding the network to remote locations via fiberoptic cable or other appropriate communications connections, and the replacement of problematic communications switches, routers and telephones systems.

Replace Obsolete Equipment
This project funds a programmatic and as-needed replacement of obsolete equipment and bo lsters the C ity‘s netw o rk sto rage capacity. T he C ity has nu m ero us w orkstatio ns, servers and other ancillary equipment that must be programmatically replaced in order to meet the data processing requirements of new applications. This project provides the necessary funding to increase the sto rage capacity requ ired o n m any o f the C ity‘s w o rkstatio ns and server-based applications.

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IT Support Organization
The IT Organization section describes the Roles & Responsibilities needed to support the IT Strategy. The IT Organization also outlines broad staff needs and skills required to implement the IT Strategy. The IS organization consists of the CIO staff and the ACS organization that reports to the CIO. The CIO IS Organization is depicted in the Office of Information Services section. The ACS Support organization is depicted on the next page.

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ACS IT Organization

Figure 35: ACS Organization

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Roles & Responsibilities
The primary focus of the support organizations are to respond to User Needs and ensure that the Oracle applications function as expected. The focus of this effort is centered around the Help Desk.

Affiliated Computer Services (ACS)
The City desired to enter into a public-private operating agreement to provide data processing, telecommunications, distributed systems support, applications maintenance and development, procurement, cross functional, end-user support and other services. On July 26, 2000, the City issued a Request For Proposal (RFP) soliciting proposals for the requested services. Three (3) vendors submitted responses to the RFP on September 6, 2000, and at C ity‘s request, two (2) vendors submitted unqualified bids to provide services on November 8, 2000. After analyzing various evaluation criteria, the City selected SCT Government Systems Inc. as a final bidder. The Agreement began on December 15, 2000 and expires on June 30, 2008. ACS Enterprise Solutions, Inc. (ACS Enterprise) acquired all of the stock of SCT Government Systems Inc. on June 29, 2001. On or about July 16, 2001, SCT Government Systems, Inc. changed its name to ACS Government Systems, Inc. (ACS Government). The City agreed with the change of control and granted ACS the right to provide the services as described in the Agreement on December 5, 2005. Under the direction of the CIO, ACS provides services to the City of Memphis in seven (7) broad areas:  Data Center Services  Data Communication Services  Application Services  Project Management  Help Desk Services  Desktop Support Services  Information Systems Security A brief summary of each service area follows. NOTE: See the Appendix for a more complete description Data Center Services

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Information Technology Strategic Business Plan The City of Memphis Information Services division has contracted ACS to assist with the planning, design, and management of two world-class network operation data centers to house the C ity‘s m issio n critical app licatio ns, communications, and e-Government initiatives. The first of these data centers has been completed and is now operational. The second data center is in the initial planning stages. ACS is committed to ensuring the availability o f the C ity‘s m o st critical co m m u nication application - email. The newly established standard for the City of Memphis is Microsoft Exchange Server 2003 and Microsoft Outlook 2003. The ACS team managing the City of Memphis data center has built the communication platform employing industry best practices that include the clustering of information stores and web portals. This allows for troubled systems to be removed from service without impacting the user community. Data Communication Services ACS provides data communications services for the City of Memphis. This includes design, im p lem entatio n, and m anagem ent o f the C ity‘s m etro po litan area netw o rk and vo ice communication network. Standard best practices are used in the proactive management of these networks, such as monitoring and response time testing. T he C ity‘s m etro po litan area netw o rk co nnects over 130 separate user locations via City-owned fiber optic cabling. The network backbone is developed to maintain redundant services in the event a critical failure occurs. Failures are detected remotely through the enterprise implementation of CA SPECTRUM Assurance Server. The network design is predicated on industry leading standards, such as Gigabit Ethernet and TCP/IP protocols. ACS is committed to cost savings by continuing to use the C ity‘s investm ent in its telecommunications network. ACS has projects to move five additional locations to the network, adding over 200 users to the CS1000M-MG. The savings is provided by using voice over IP (VoIP) across the data network and eliminating recurring costs to BellSouth. These projects will be completed by June 30, 2006. Application Services ACS partners with the City of Memphis to provide a wide array of functional and technical services to the employees and citizens of Memphis. Among the services provided are: ERP implementation and maintenance; web design, hosting, and content management; and application development and maintenance services. The presence of the following teams allow ACS clients to maintain personalized services, while dramatically lowering cost and risk through in-house implementation, development, and maintenance. One of the key services that ACS provides to the City of Memphis is Oracle Financials and HRMS ERP implementation and support. In this area, ACS manages and coordinates daily operations including bug fixes and database management, as well as report and custom code development for the City of Memphis‘ Oracle E-Business Suite. ACS works with users and the ERP vendor to balance product deliverables with client expectations, assisting the client with CMEM IT Strategy - Ver 1 1.doc Page 190 of 203 12/6/2006

Information Technology Strategic Business Plan business processes improvements and prioritization. In addition, ACS provides Data Center hosting solutions for Oracle E-Business Suite environments. Project Management ACS has several goals that are critical to the success of the IT services provided by and for the City of Memphis. A key strategy to achieving these goals involves Project Management. With the standards initiated through the Technology Project Guide, a project management methodology customized for the City of Memphis, it is possible for ACS Project Managers to effectively manage increasingly complex projects that are supported by the ACS Applications Development Team and the Technical Infrastructure teams. Help Desk Services The Help Desk is the central point of contact for all technology-related issues. The Help Desk opens all trouble tickets, which are used to document, assign and track all issues that are reported. Prior to dispatching them, the Help Desk attempts to close these tickets during the in itial call. T his service, kno w n as ―F irst C all R eso lutio n,‖ is one that ACS maintains for over eighty percent (80%) of calls received from the client. Based upon severity, tickets are escalated to other service teams within ACS. These service teams: Desktop Support Services, Data Center Services, Data Communications Services, and Application Services, provide ultimate problem resolution. The Help Desk operates continuously. At any time, a call to the Help Desk will open the dialog between the customer and the Information Services team. During standard working hours, the Help Desk is staffed with six (6) permanent technicians and a skilled manager. During nonworking hours, the Help Desk is manned by a remote service that will perform the required steps to assign the call to the appropriate on-call technician. While the customer is on the line, the oncall technician is contacted by cellular phone and is transferred the call. Desktop Support Services ACS maintains a group of highly trained professional technicians who are deployed daily in response to client calls for assistance that are placed to the Help Desk. The technicians are stationed at nearby locations that house many City employees. Locations such as Memphis City Hall and the Criminal Justice Center at 201 Poplar Avenue have permanently assigned technicians due to the amount of customers at these locations. These technicians are trained to quickly diagnose and resolve a u ser‘s IT problems onsite. If the problem can not be corrected quickly, steps are taken to replace the system with a fully operational one and the defective system is taken back to the computer lab for repair. The Desktop Support Services team is also responsible for the installation of new machines for users and the move of machines, perhaps when a department changes office locations. These Moves, Adds, or Changes (MACs) are scheduled with the customer to ensure the activity takes place with the least impact on the user. Additionally, printers, both network connected and locally attached, are deployed by the Desktop Support Services team. Essentially, any trouble

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Information Technology Strategic Business Plan w ith a user‘ w o rkstatio n and asso ciated perip herals is hand led by the D eskto p S upport S ervices team if it cannot be handled by the Help Desk at the time of the initial trouble call. Information Systems Security ACS staffs a full time security administrator. The administrator works with the ACS onsite security officer to ensure compliance with standard security practices. The administrator controls the aspects of the security policy, such as firewalls, secure sockets layer (SSL) encryption, physical access control, and security policy. ACS supports the City firewall system and its 45Mbps connection to the Internet. ACS also m anages the C ity‘s IP allotted public class B address space on the Internet, including hosting prim ary do m ain nam e services (D N S ) fo r the C ity‘s do m ains. A dd itio nally, all S S L certificates are maintained by the ACS security team.

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The Help Desk – Getting Answers to Questions
Call Procedure for Oracle Support Requirements After logging a Trouble Ticket and determining that the normal issues (logging into Oracle, resetting password, printer issues, etc.) are not the cause of the problem, the Help Desk should then assign a Trouble Ticket based on who is primary on the support matrix so they can work on the issue. Please be sure to gather the following information from the user (as a minimum). 1. User name, phone number and location. 2. Instance name that they are working in (Production for example). 3. Responsibility that they are using (OTL Super Timekeeper for example). 4. Navigation that the user went through to get to the problem (OTL Super Timekeeper > Timekeeper Entry for example). 5. Screen shots of the problem if available. 6. Names of other users with the same problem (if appropriate). 7. Can they work around the issue (log out and back in for example)? 8. Error messages on the screen (if appropriate). 9. Finally, ask if they have consulted with their super user (names on the support matrix), and indicate this on the trouble ticket. After reviewing the trouble ticket, ACS support staff will first call the super user if they have not been co ntacted. A t that po int, if it appears to be a ―pro cedural issue‖ rather than a technical problem, the call will be handed off to the super user to contact the user and resolve the problem. If the super user is unable to resolve the problem they will then call the ACS support staff member back and reinitiate the Trouble Ticket for ACS support to handle. If the primary/secondary ACS support staff member can not resolve the issue they will consult with the technical staff members for additional assistance. When the problem can not be resolved by in-house staff a Service Request (SR/TAR) will be created with On Demand to get Oracle Support involved in finding a solution.

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Client

Help Desk 576-6100 Before transferring ownership of the ticket from the Help Desk, the Dispatcher will follow this communication path to brief the next tier of support on the technical issue and level of urgency.

Help Desk Technician

Help Desk Dispatcher

Functional Area

Applications Team

Data Communications Team

Data Center Team

Desktop Team

Applications Team Lead

Data Communications Supervisor

Data Center Manager

Desktop Manager

Applications Development Manager

Technical Deputy Account Manager

End User Services Manager

Account Executive

Before communicating issues to the Account Executive, the technician must be certain that no one else in the communication path is reachable. Repeat attempts maybe necessary.

Figure 36: Help Desk Tree

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User Escalation Process
Customer Guidelines for Escalation - How to Escalate an Issue There may be a time that a customer wishes to escalate a problem related to a specific issue, either because of the urgency of the problem, or because they do not feel it is being given the priority it deserves. Below are the steps a technician should follow to escalate an issue: Existing Open Issue with Technical Services If a client has an existing issue that needs to be escalated, contact the Help Desk at 576-6100 or email at Help.Desk@memphistn.gov and ask them to escalate the call. The technician will make every step necessary to escalate the problem. However, if for whatever reason you feel this is inappropriate or you feel the answer you have been given is inappropriate please contact the Help Desk Supervisor or End User Services Manager. They will take the necessary steps to ensure that the call receives the appropriate priority and/or attention. New Issues Logged with Technical Services If it is a new issue, log a new call and immediately ask for the issue to be escalated. The request to escalate a call can be made to the Help Desk technician who answers the call. When you escalate a call, the Help Desk supervisor or End User Services Manager will check all the information available and based on this assessment will make sure that all appropriate actions are put into place. Once this has been done, you will receive a phone call to discuss an action plan. If the issue is due to a common issue, we will then escalate this through support resources and engineering with a goal of providing an acceptable workaround or solution.
Delegation/Escalation Process

Below you will find the Call Flow Diagram defining the responsibilities of Help Desk Tier1, Super Users Tier2, and Oracle Application Administrator Tier 3.

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Figure 37: Help Desk Escalation

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IT Investment Profile
Oracle Costs To-date
The Oracle project inception was August 28, 2003. The table below summarizes the Oracle project costs through May 1, 2006.

Oracle
Professional Resources License Fees Implementation Services Hosting Agreement Miscellaneous Services
Figure 38: Oracle Cost Summary

Fees
$2,069,445.60 $2,689,690.79 $9,690,294.80 $1,470,539.86 $262,914.01

ROI Summary
This section addresses the ROI associated with the Oracle ERP program. The Oracle modules provide functionality that:  Automates existing tasks  Provides capabilities that did not exist  Facilitates process improvements Together these capabilities can lead to increased delivery with fewer people. This section describes how this can free-up staff for other work. Typical process maturity improvement time-frames vary from 6-18 months based upon the o rganizatio n‘s aggressiveness and determ inatio n. S aving s (d irect & co st avo id ance) levels vary from 10-20% for each level of process maturity. As described earlier in the ITSBP, IS will complete an operational baseline assessment for each new functional component (See Oracle Phase III Implementation) in order to identify the current operational costs (personnel, automation and contracted support – if applicable) and target/goals for improvement prior to the implementation. A set of defined management reports will be used to measure those costs and other benefits achieved in monthly intervals for review and action consistent with the target/goal expectations in order to provide corrective direction as necessary.

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Information Technology Strategic Business Plan The critical components in determining and harvesting ROI are a Measurement Program based on a set of integrated tools coupled with an active and involved management team.

Oracle – City of Memphis Proposal
Oracle Proposal EXTRACT Dated January 22, 2003 (Reprinted) ―O racle firm ly believes this pro po sal w ill facilitate the C ity in acco m p lishing its o bjectives. Along with providing significant long-term benefits sought from a migration from its legacy systems to the Oracle E-Business Suite, these benefits include, but are not limited to:  Reduced learning curves and increased user productivity through ease of use and flexibility, due to advanced user interfaces.  A cco m m o dating changes in the C ity‘s bu siness pro cesses w itho ut m o difications to the system, through parameter driven set-up for greater flexibility.  Reduced delays in the decision-making process and end-user demand on OIR, thus improving both user and OIR productivity, through ad hoc information access through nonprocedural end-user reporting tools.  R educed co st to o perate, m aintain and enhance the C ity‘s E R P system .  T he m itig atio n o f risk resu lting fro m O racle‘s unique ability to deliver the u nderlyin g architecture, proven ERP Consulting and Education Services necessary to ensure the success on this large-scale critical project. These benefits have propelled government organizations similar in size to the City of Memphis to cho o se O racle as their E R P system pro vider. O racle‘s respo nse to the C ity‘s R F P is included herein and incorporates a comprehensive suite of applications and technical support for the project. Due to the scope of the RFP, Oracle will work closely with other hardware, application and system integrators as the C ity deem s necessary.‖

New York City Housing Authority (NYCHA)
―In 2002, N Y C H A lau nched a bro ad -based initiative to upgrade its business systems to support cost-saving improvements such as more sophisticated budgeting and financial management, a more efficient procurement program, and a streamlined materials management system, among other capabilities. Called Project B.E.S.T. for Business Enterprise Systems Transformation, the investment replaced NYCHA's aging IT infrastructure— a fragmented and expensive-to-maintain mix of software applications and vendors— with a consolidated platform running a single-instance of Oracle E-Business Suite. According to a recent study by independent consulting firm Shack & Tulloch, Inc., NYCHA has realized significant operational and strategic benefits from the investment.

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Information Technology Strategic Business Plan Key improvements include the introduction of department-level budgeting and enhanced financial control for 70 business units (while reducing staff); reduction of inventory and other costs at warehouses; faster delivery of supplies to housing developments; reduction of maverick spending and other savings from automated procurement; and increased labor productivity due to the integrated computing platform. The study estimates NYCHA will realize cumulative benefits of more than $105 million over the life of the B.E.S.T. project, translating into a net present value of $60.2 million. NYCHA will achieve payback on its investment in about 2.5 years, the stu d y p rojects, an d earn an overall retu rn on in vestm en t of ab ou t 137% .” NOTE: Source – Oracle Business Benefit Series – May 2005; See Appendix for Complete Article.

US Department of Transportation (USDOT)
―In 1997, D O T co nceived a far-reaching initiative that would eventually unite the various agencies‘ financial system s o nto a co m m o n, W eb -enabled infrastructure based on "commercial off-the-shelf " (COTS) software packages. The system— called Delphi— would centralize and standardize core business processes across DOT, which would in turn lower costs, raise service levels, and help meet new federal directives for financial efficiency and faster year-end book closings. In addition, the agency hoped it could eventually offer the Delphi platform to smaller agencies looking for cost-effective back office support services. Through 2003, DOT invested $125 million in Oracle applications and technology to build the infrastructure for the comprehensive new system. According to an independent study conducted by Mainstay Partners, DOT can expect annual savings or costs avoidance of more than $20 million starting in 2003. About 38% of the savings will come from avoiding the costs associated with creating a federally compliant cost-accounting system; about 30% will come from retiring the costly mainframe system; and another 32% will come from more productive and efficient business processes. At that rate, Mainstay predicts the agency will achieve a 78% return on investment in five years and recover th e fu ll am ou n t in eigh t.” NOTE: Source – Oracle Business Benefit Series – 2004; See Appendix for Complete Article.

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Challenges and Risks
The IT Strategy extends over approximately 18 months. The long-term success of the IT Strategy is dependent upon managing a number of key challenges and risks that include:

Risk Matrix
The IT Strategic Business Plan involves a certain amount of risk. Each major risk area is described below.

#
1

Risk Factor
T h e C ity’s cap acity for absorbing functional/organizational change T he C ity‘s cap acity fo r completing and absorbing business/organizational change is critical – are we trying to do too much at once?

Impact

Potential

Risk Reduction Strategy
To help answer this question and direct our work, we are employing a broad-based governance structure with executive management to help sponsor, prioritize and pace IT initiatives.

High

Low

2

Commitment of critical resources to the long-term success Key resources on the project that leave or are asked to leave before planned end dates will hamper completion or necessitate a delay. High Medium

Clearly communicate the duration of the project to all the resources hired and keep them motivated throughout the project. Seek to have and groom potential back-ups. Communicate the need and timing well in advance for the users to plan other activities around it. Involve appropriate Division management early in the planning process. There is very little integration with other modules and development may be done in a

3

Consistent involvement of key User management & staff
The inability to get full involvement from the users during requirements, CRP and UAT could slow down the process

High

High

4

Managing the Diverse Scarce Resources Needed for Program Success

Medium

Low

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#

Risk Factor
Issues arising from sister projects like the Oracle financials and Oracle HR could result in a delay.

Impact

Potential

Risk Reduction Strategy
separate instance The greatest concern is the potential movement of resources from one project to another. Develop and consistently use Issue Management, Problem Management & Configuration Management processes as standards on the program.

5

Maintain High Levels of Effectiveness & Efficiency Across a Broad-based Program Lack of integrated support processes. Medium Lack of measurement & reporting. High

6

Ensure Optimal Results from Competing Interests that the Program will Encounter Lack of Overall Project and User Management for the integrated components of the Program. In this case, decisions that cross technical & business boundaries may not be made in the best overall interest of the program and City.

Develop and Institute Key Performance Measures within defined Reports for the Program. Conduct weekly or bi-weekly inter-active reporting work-sessions with Executive management. Appoint a single Program Manager with Executive User Interface.

Medium

High

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Appendix – Under Separate Cover
NOTE: This list includes Documents maintained by other areas as well as White Papers and comprehensive sets of materials. In order to obtain a copy, where possible, or for more information Contact the Office of Information Services.

A. Detail Oracle Module Descriptions B. Detail Oracle Course Descriptions C. Communications Strategic Plan – White Paper D. Geographical Information System – White Paper E. Website Operations & Services – White Paper F. Security & Privacy Policies G. Centralized and Standardized Hardware & Software – White Paper H. NYCHA Streamlines Budgeting and Procurement – White Paper I. USDOT Consolidated Financial System – White Paper J. Oracle Super User Support List

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K. Oracle Support Job Descriptions L. Oracle Module Support Matrix M. Disaster Recovery & Business Continuity Plan – Under Separate Cover

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