Information Technology Strategic Plan 2007 Update

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Information Technology Strategic Plan 2007 Update Powered By Docstoc
					                                               Tino Hernandez, Chairman
                                               Earl Andrews, Jr., Vice-Chairman
                                               Margarita López, Member
                                               Vilma Huertas, Secretary




Information Technology
Strategic Plan: 2007 Update
                                                              Volume 1




Douglas Apple, General Manager
Avi Duvdevani, Deputy General Manager for
Information Technology/Chief Information Officer              December 2007
Message from the Chief Information Officer
Two years have passed since the release of NYCHA’s “Information Technology Strategic Plan
for 2005-2010 V. 1.0: Focus on Financial Stability” (see Volume 2, Appendix 3). Because of the
magnitude of accomplishments and fiscal challenges during that time, as well as the recent
publication of PlanIT, New York City’s Enterprise Technology Plan, this planned update to
NYCHA’s original plan is both timely and appropriate; hence, this volume.
I am very pleased to report that during these past two years, with the further institutionalization
of NYCHA’s IT Governance and PMO process, NYCHA’s IT portfolio continued to become well-
established. During this period, all significant proposals for information technology initiatives
have been presented to the General Manager’s Operations Committee, which serves as
NYCHA’s IT Governance Committee, and reviewed by an Enterprise Technology Architecture
Review Board (ARB), which had also been established. As a result, NYCHA has been able to
capitalize its investment in technologies, reap the benefits of shared knowledge and
experiences and, just as significantly, realize much-needed cost-savings.
Earlier this year, as NYCHA’s Board granted its approval to initiate one of our most far-reaching
customer-oriented IT initiatives –NICE (NYCHA Improving Customer Experience) –General
Manager Douglas Apple recognized that while other IT projects and initiatives needed to
continue or commence, these would have to be carefully selected in order to ensure proper
allocation of resources. He challenged his Deputy General Managers to carefully consider those
projects, develop a list of viable possibilities, and prioritize them. The process and resulting
outcome described in this IT Strategic Plan update reflects that mandate.
The updated IT Strategic Plan also continues to provide a broad overview of information
technology goals through 2011, as well as a roadmap of prioritized initiatives we are
undertaking over the next twenty-four months, a number of which are already in progress.
My continuing thanks to the NYCHA Board, General Manager Doug Apple, my colleague
Deputy General Managers, Strategic Planning Director David Lipsetz, and my IT direct reports
and their staff, for their assistance and support in updating NYCHA’s IT Strategic Plan.


Sincerely,

Avi Duvdevani
Deputy General Manager for Information Technology/Chief Information Officer
                                                                                   December 2007
                                                                                                    NYCHA IT Strategic Plan: Volume 1
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Table of Contents
1.0 Executive Summary .............................................................................................. 1
       1.1     Background................................................................................................................ 2
       1.2     NYCHA’s “Plan to Preserve Public Housing”............................................................. 5
       1.3     Methodology .............................................................................................................. 6
       1.4     Alignment with PlanIT—New York City’s Technology Plan ....................................... 6
2.0 Approach ............................................................................................................... 8
3.0 Implementing the 2005 IT Strategic Plan............................................................. 9
       3.1     Status of Planned Initiatives....................................................................................... 9
       3.2     Progress in Implementing the 2005 IT Strategic Plan.............................................. 10
4.0 Plan Updates for 2007......................................................................................... 26
       4.1     Trends and Events Impacting the Current Plan ....................................................... 26
       4.2     Proposed New IT Initiatives ..................................................................................... 26
5.0 Plan Updates for 2007......................................................................................... 27
Appendix 1—IT Initiatives and EA Summary ............................................................ 35
Appendix 2—NYCHA EAO ARB Organizational Chart ............................................. 37
Appendix 3—NYCHA’s 2005 IT Strategic Plan (Volume 2) ...................................... 39


List of Figures
Figure 1.       NYCHA IT Governance Model ................................................................................. 3
Figure 2.       Portfolio Management Approach .............................................................................. 3
Figure 3.       Approach to 2007 Review/Update of the NYCHA IT Strategic Plan......................... 8



List of Tables
Table 1.        Status of Current Resident-Centric IT Initiatives .................................................... 10
Table 2.        Table 2. Status of Current Mission Support IT Initiatives ....................................... 14
Table 3.        Status of Current IT Supporting Infrastructure Initiatives........................................ 18
Table 4.        IT Governance and Enterprise Architecture Initiatives ........................................... 23
Table 5.        Proposed New IT Initiatives.................................................................................... 28
Table 6.        Business Solutions Portfolio Road Map—2007 IT Strategic Plan Update.............. 33




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1.0 Executive Summary
In May 2005, for the first time in its over 70-year history, the New York City Housing Authority
(NYCHA) published an Information Technology (IT) Strategic Plan: a multi-year road map for
leveraging technology to support the Authority’s business needs. This plan was instrumental in
identifying and implementing a set of priority technology solutions and applications that could
help NYCHA attain its business goals in the areas of financial stability, workforce efficiency and
customer centricity. The 2005 plan outlined NYCHA’s business imperatives for an IT Strategy
including:
       Formal processes and frameworks for Information Technology Governance and
       Enterprise Architecture to support the selection of IT investments and initiatives.
       A portfolio of IT initiatives, consisting of both business and technology infrastructure
       solutions, to be completed in the 18-24 month horizon following the plan’s publication.

Now, two years later, this volume demonstrates its alignment with NYCHA’s “Plan to Preserve
Public Housing” by outlining both the planned and already implemented technological
improvements necessary to reduce costs and improve services, and augments the 2005 plan
with the following details:
       Of 11 Resident Centric IT Initiatives (seven of which were in the 2005 Plan and four
       added in the interim via the IT governance process), five have been completed
       including the Centralized Call Center for residential repair service requests and the
       Leased Housing Landlord Extranet, supporting web-based notifications inquiries and
       transactions by landlords as well as apartment searches by voucher holders. One of the
       projects still in progress will be completed by Q2’08 and the remaining five have been
       incorporated into the NICE project to be completed in either Release 1- August 2008 or
       Release 2 - August 2009.
        Of 17 Mission Support IT Initiatives (six of which were in the 2005 Plan and 11 added
       in the interim via the IT governance process), 10 have been completed, including
       Executive Information System (EIS), Imaging and Oracle integration for Accounts
       Payable, Authority Transfer List System (ATLS), Commercial Properties and
       Tenants under Oracle, Grants Retooling, and Social Services Case Management.
       Several of the remaining seven projects still in progress will be completed by Q2’08.
       Of 18 IT Infrastructure supporting Initiatives (eight of which were in the 2005 Plan and
       10 added in the interim via the IT governance process), 10 have been completed,
       including the ePMO automation, Metro Area Network Migration, VoIP Telephony,
       Oracle upgrades, and LAN Disaster Recovery. Several of the remaining seven
       projects still in progress will be completed by Q3’08.
       An Enterprise Architecture (EA) Governance framework and an Architecture
       Review Board (ERB) have been established and several EA guides have been
       published.
Moreover, the 2007 update to the NYCHA IT Strategic Plan identifies 17 new business-driven
IT initiatives, for which business cases will be developed by Q2’08 for consideration via the IT
Governance process, and provides a business solutions portfolio road map through 2011.
Finally, the 2007 update to the NYCHA IT Strategic Plan demonstrates its alignment with
PlanIT, New York City’s newly-published Technology Plan, through its consistency with the
Mayor’s Customer-centric service vision as well as through the leveraging of strategic
technology investments and technical expertise to mutually benefit both NYCHA and the City.



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1.1    Background
Starting in 2004, NYCHA had developed and deployed an enterprisewide IT governance model
and IT Project Management Office (IT PMO) to ensure a consistent approach in considering
investments in enterprise IT initiatives which are fully aligned with NYCHA’s business strategy
and to reduce the risk of IT project delays or failures. The development of the governance
model and IT PMO were dictated by a number of constraints, among them limited budget and
staff resources. The resulting IT governance framework and the associated IT PMO
application—known as “ePMO”—are important solutions in decentralizing IT project
management to non-IT NYCHA staff; these are supported by CIO-assigned IT Strategic
Partners. As a result, project management activities are carried out by NYCHA staff, some of
whom have limited experience managing projects, utilizing a formalized project management
methodology.
NYCHA’s IT governance structure is based on industry best practices, but is customized to
address issues specific to our organization and tailored to correspond with our approach IT
portfolio selection, Project Management methodology, project life cycle approach, and project
management discipline. This includes comprehensive process flows and templates that
standardize IT project selection and management throughout the organization (see Figure 1 and
Figure 2 below).
The IT PMO integrates comprehensive process flows, templates, online tools, and collaborative
techniques to standardize IT project selection and management throughout the organization,
driving innovation through governance and high performance. The following are key features:
       “Smart” Templates and Electronic Project Management Forms
           All of NYCHA’s project management forms and templates such as a Project Charter
           and Change Control forms are available online for one-time data entry.
       Simple and Route Specific Workflow Automation
           All of NYCHA’s PM process is visualized online as ‘clickable’ processes that bring a
           user to online help for the phase and provide any required forms.
           Each form has built in business rules that reinforce the corresponding NYCHA
           process for the form including executive review and approval, e-mail notifications,
           and reporting.
       Integrated Reporting
           An executive dashboard is provided that includes reporting on the NYCHA project
           portfolio on specific criteria such as schedule and budget health.
           Common reporting processes are automated and simplified by preloading data from
           project schedules or issues/risks lists into a weekly or a monthly status report form.
           Project Managers spend less time copy and pasting data from multiple sources.




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Figure 1.                     NYCHA IT Governance Model

         NYCHA’s IT PMO is                                                                        NYCHA
     virtual due to the dotted-                                                                   Board
      line reporting structure
         of business project
     managers to the IT PMO
                                                                                             NYCHA General
                                                                                              Manager (GM)

                                                                          Input and                                    Provide
                                                                          Feedback                                    Membership
                                                                                          GM’s Operations                                   Deputy General
                                              CIO/CFO                                    Committee (GMOC)                                     Managers


                       Architecture                                                              Quarterly Project                              Monthly Project
                      Review Board                                                                Status Reports                                Status Reports


                                           Virtual IT PMO                 Provide                                     Project Office(s)
                                         • Mentoring and                  Liaison
                                           coaching                                              Project                Project                     IT Strategic
                                                                                                                and                       and
                                         • Aligning IT and                                       Manager                 Team                         Partner
                                           business strategy
                                         • PM standard                                                    Business Unit Staff Reporting Structure
                                           methodology and
                                           tools (ePMO)                                               Weekly/Monthly/Quarterly Project Status Reports
                                         • PMO reporting
                                           standards
                                         • Repository                                                                                               Governance body




Figure 2.                     Portfolio Management Approach

                                                                            Portfolio Management
  Strategic




                                                                   • Portfolio scope
                                                                   • Prioritize and optimize overall IT cost,
                                                                     benefits, risk                                                                        GM
                               Annual                              • Actively monitor Portfolio performance
                              Planning                             • Adapt to business environment changes                                             Quarterly
                                                                                                                                                       Portfolio
                                                                                                                                                       Reviews
                                                                            Program Management
              Scope of Work




                                                                   •    Comprehensive program planning
                                                                   •    Change and risk management                                        Monthly
                                                                                                                                          Program
                                                                   •    Coordination of project delivery                                  Reviews
                                                                   •    Measurement of results
                                 Quarterly                         •    Corrective actions
                                 Planning
                                                                             Project Management
                                                                                                                          Weekly
                                                                                                                          Project
                                                               •       Initiate              •   Deliverables             Reviews
                                         Monthly               •       Budget                •   Scope
  Tactical




                                         Planning              •       Schedule              •   Risks
                                                               •       Resources             •   Measure                                           DGM

                                                                                                                               PM
                                                                            Scope of Initiatives
                                                                         IT Business/IT Enterprise




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With a support structure that monitors and facilitates best practice transfers, IT issues such as
reuse, methodology, and business performance measurements are addressed. The governance
model will help NYCHA select the right technology projects dictated by the business and
integrate technology with business priorities set by the program rather than by the CIO.
Not only has the governance model allowed NYCHA to analyze, track, and measure IT projects,
it has provided a method of evaluating opportunities to establish partnerships—a key strategy
for NYCHA’s IT Department. Out-tasking functions to other organizations helps to streamline
operations and reduce cost.
As an evolvement of the establishment of the IT PMO, the above-referenced IT Strategic Plan
(Appendix 3) was developed. Published in 2005, the Plan outlined the stratagems that would
guide the consideration, approval, and development of IT projects for the next five years.
Projects were categorized into four tiers:
            Tier 1 (Priority Business Initiatives) are the high-priority business initiatives
            which the Authority shall focus on during the next twenty-four months. Funding for
            each of these projects has been identified.
            Tier 2 (Emerging Business Initiatives) projects are developing business cases
            and pending funding approvals.
            Tier 3 (Managed by IT [limited or no business PM involvement]) includes IT
            initiatives that will enable Tier 1 and Tier 2 projects as well as additional initiatives
            to drive new opportunities for cost-savings or increased productivity across the
            Authority.
            Tier 4 (Future Year Initiatives) includes those initiatives which the Authority shall
            undertake primarily after the current and next calendar years.


In November 2007, NYCHA completed an interim review and update of this plan. The objective
of this assessment was to affirm that the IT Strategy is still on target and to make adjustments
necessary to address the Authority’s evolving business imperatives and technology needs. This
update would also help confirm that the IT Strategy is aligned with and supports NYCHA’s
business strategy.
The timing of this review and update was also important in light of two related developments:
 1.    Mandate from NYCHA’s General Manager to identify initiatives that would reduce
       operating costs, increase revenue or improve customer service (affirmed in the Q1’07
       Enterprise Portfolio Status Review meeting). Updates to NYCHA’s IT Strategy could
       include new applications or technology solutions that could enable the Authority’s key
       business imperatives.
 2.    Development of “PlanIT,” New York City’s Enterprise Technology Plan. In November
       2007, the Department of Technology and Telecommunication (DoITT) unveiled its
       enterprise IT strategy for New York City, “PlanIT.” This Plan identified a number of
       critical technology initiatives that would help attain Mayor Michael Bloomberg’s goal of
       making government more accessible, transparent and accountable to the City’s
       residents and businesses. Several PlanIT initiatives might leverage work already begun
       or implemented by NYCHA. Conversely, NYCHA might be able to benefit from PlanIT
       work already planned or begun by DoITT or other city agencies.




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1.2    NYCHA’s “Plan to Preserve Public Housing”
In 2006, NYCHA also created a seven-point “Plan to Preserve Public Housing” (PPPH). The
Plan is designed to meet current financial challenges, improve the quality of service, and
achieve long-term financial balance, thereby ensuring the future of public housing. The PPPH
also achieves long-term financial stability by taking necessary steps now to address inadequate
federal subsidies, rising costs, and unfunded non-federal units. Below are a summary of the
Plan’s seven points:
 1.    Utilizes an Unprecedented Transitional Aid Allocation from the City of New York
 2.    Implements a Limited "Targeted Rent Reform" Initiative
 3.    Introduces a New Funding Stream (Section 8) to Subsidize Operations at 8,400
       non-federal apartments
 4.    Accelerates Vital Construction Projects to Keep the City's Public Housing Stock in Good
       Repair
 5.    Implements Management and Technological Improvements to Reduce Costs and
       Improve Services
 6.    Diversifies Revenue Streams to Address Future Risks to Our Federal Subsidy
 7.    Urges Legislative and Executive Action in Washington and Albany
These seven points of the PPPH define and reflect NYCHA’s recent and systematic
development of business systems improvements. New approaches to financial management,
program administration, operational efficiencies, a reduction in head count and cuts to
administrative and operational contracts have already saved the Authority $400 million since
2003.
The Authority is in the process of updating and refocusing its resources to provide its customers
with reliable, responsive service from an operationally efficient structure. Our vision for the
future includes delivering higher quality service at a lower cost per unit, in a transparent,
dependable and customer-friendly way. Four specific goals have been established to help
realize this vision, including:
 1.    Enhance the quality of life of residents and city communities;
 2.    Improve efficiencies and services through business enhancements;
 3.    Aggressively advocate for funding flexibility and critical dollars;
 4.    Preserve and increase the stock of affordable housing.
The second goal speaks clearly for establishing an enterprisewide IT strategy. Yet, achieving a
goal to improve efficiencies and services through business enhancements depends very much
on NYCHA’s ability to identify and develop technology solutions and applications that lead to
financial stability, workforce efficiency and revenue generation.
As is true with any public service, NYCHA’s success relies on our continued partnership with the
families living in the Authority’s 178,000 public housing units and holding the over 80,000
Section 8 vouchers, as well as the almost 30,000 Section 8 landlords, a myriad of community-
based organizations that provide programming and social services to NYCHA residents, and
community leaders who have a stake in the well-being of public housing. Thus, the IT Strategic
Plan’s multi-year road map for leveraging technology to support the Authority’s business needs
will always remain focused on the needs of our customers.




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1.3       Methodology
During the fall of 2007, NYCHA’s Deputy General Manager for Information Technology/Chief
Information Officer, the Director of Strategic Planning and the IT PMO (the “Planning Team”)
began the IT Strategy review and update process by conducting a series of interviews with the
Authority’s Deputy General Managers and other senior leadership. These discussions focused
on the business imperatives in each department and the degree to which organization and
process changes, as well as technology improvements, might be leveraged to help achieve the
Authority’s strategic business objectives. Proposed new technology initiatives were identified, a
key output from these initial interviews.
Following these initial interviews, the Planning Team evaluated each proposed initiative, as well
as several pre-existing initiatives still under business case development. This evaluation
encompassed an assessment and comparison of the benefit/business value, cost and risk for
each initiative. Initial prioritization results, together with information on the demand and
availability of business and technology staff needed to support these key initiatives, were
discussed in work sessions with NYCHA business and technology leaders. In October 2007, at
the third quarterly meeting of the General Manager’s Operations Committee (“GMOC”; see
Figures 1 and 2 above), a list of Tier 2 and Tier 4 initiatives were approved to be included in this
update to NYCHA’s IT Strategic Plan. These initiatives are summarized in Section 4.0 and
appendix 1 of this plan and charted in the business solutions portfolio road map presented in
Section 5.0.

1.4       Alignment with PlanIT—New York City’s Technology Plan
The strategies and initiatives in New York City’s newly published Technology Plan (PlanIT) were
defined to help achieve three critical Mayoral goals—improve accessibility, transparency and
accountability in the way government services are delivered to the City’s citizens and
businesses. The City’s approach for achieving these goals is prescribed in PlanIT1:
          “To make City government more accessible, the City will employ technical solutions to
          make it easier for residents, businesses and visitors to obtain information and services,
          to simplify navigation among the various City agencies that provide these services, and
          to allow the public to obtain information and services in their own language and in a way
          that is convenient to them.
          “To build greater transparency into government activities, the City will use technologies
          to provide increased visibility into its operations. Whether it is a scorecard indicating an
          agency’s performance, or easily obtained information on the status of a service request
          to the 311 Customer Call Center, this information will become conveniently available to
          all constituents.
          “Finally, the City will develop IT applications to ensure accountability. The City will use
          performance information to improve service levels and hold agencies accountable for
          achieving targeted service levels.”
The NYCHA IT Strategic Plan has a similar focus and is consistent with the Mayor’s customer-
centric service vision—one that can be achieved by improving accessibility, transparency and
accountability for delivering these services. The synergy between these two plans present
opportunities for partnership between NYCHA and the City—instances where strategic



1
    PlanIT—New York City Technology Plan, November 2007, p. 2



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technology investments and technical expertise can be aligned and leveraged to mutually
benefit both parties.
A good example of this alignment is the ground-breaking shared services agreement between
NYCHA and the City’s Department of Information Technology and Telecommunications (DoITT)
to leverage the City’s 311 system and its underlying Customer Relationship Management
(CRM) solution. Building on the success of the City’s 311 system and the Authority’s Centralized
Call Center (CCC), NYCHA will be able to:
          Leverage NYC’s investment in CRM technology which supports the 311 initiative as well
          as DoITT’s CRM technical capabilities
             Expand current 311 capabilities (close the loop by introducing field force automation
             which other city agencies could potentially leverage to reduce NYCHA’s out year
             support costs)
          Leverage technical resources and capabilities of DoITT
             Leverage DoITT’s IT infrastructure and skills base
             Build on NYCHA’s existing Oracle eBusiness footprint through use Customer
             Relationship Management (CRM), Enterprise Asset Management (EAM), and
             Universal Content Manager (UCM) ERP solutions.
          Enable solutions that follow both DoITT’s Enterprise Architecture (EA) initiative2 as well
          as NYCHA’s Enterprise Architecture and guiding principles which maximize the use and
          development of common infrastructure through the use of Enterprise Service Bus (ESB)
          and Service Oriented Architecture (SOA)
             Continued development of NYCHA’s Enterprise Architecture with focus on end to
             end traceability, from business drivers and organizational processes through
             execution with right sized state-of-the-art technical components
          Continue aggressive focus to enable lowest Total Cost of Ownership (TCO)
             Solutions that follow EA principals will allow for NYCHA growth without rework
             Cross-over skill sets & training for IT staff to minimize staff augmentation support
             model
NYCHA is also partnering with the City in implementing the New York City Automated
Personnel System (NYCAPS)—an enterprisewide, integrated Human Resource Management
and Benefit Administration System. The system will help establish centralized administration of
health benefit services and allow employees to make address changes, submit leave requests,
participate in benefits enrollment activities, and conduct other similar transactions directly, via
an online service.




2
    PlanIT—New York City Technology Plan, November 2007, p. 30



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2.0 Approach
The Planning Team followed a fundamental three-step approach to reviewing and updating
NYCHA’s 2005 IT Strategic Plan:
       Step 1. This initial step began with a review of initiatives defined in NYCHA’s first IT
       Strategy, as well as those projects approved by the GMOC as additions to the plan over
       the last two years, to understand the scope and direction of NYCHA’s existing
       technology improvement plan. Subsequently, NYCHA’s business and technology
       leaders were interviewed to identify current business priorities and determine how
       technology might be used to help address these imperatives. These discussions focused
       largely on the General Manager’s recent mandate (made at the GMOC’s Q1’07 quarterly
       review meeting) to identify new operational efficiency projects that reduce operating
       costs, increase revenue or improve customer service.
       Step 2. With information collected in Step 1, the planning team reviewed current and
       proposed IT initiatives to confirm alignment with the Authority’s business and technology
       goals. Details for these proposed new initiatives were summarized and validated with
       business leaders and confirmed as draft Tier 4 (future year) projects. The Planning
       Team then conducted an independent analysis of these draft Tier 4 initiatives and
       current Tier 2 (emerging business) initiatives to compare and rank these projects with
       respect to benefit/business value, cost and risk. Finally, in a series of work sessions with
       senior leadership, the GMOC confirmed and approved a revised list of Tier 2 and Tier 4
       initiatives for the 2007 update of the Authority’s IT Strategic Plan. Proposed new Tier 3
       initiatives (those managed directly by IT) were added to this updated list of projects.
       Step 3. With new Tier 2, 3 and 4 initiatives formally confirmed by the Authority’s
       business and technology leadership, the Planning Team developed an updated business
       solutions portfolio road map for this update (addendum) to NYCHA’s 2005 IT Strategic
       Plan.
Figure 3.   Approach to 2007 Review/Update of the NYCHA IT Strategic Plan




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3.0 Implementing the 2005 IT Strategic Plan
The business solutions portfolio Road Map for NYCHA’s 2005 IT Strategic Plan featured a
prioritized list of actionable initiatives selected to help the Authority achieve its business and
technology objectives. NYCHA has already completed or is in the process of completing many
of these planned initiatives. Additionally, through the Authority’s IT governance framework and
IT PMO, NYCHA has agilely responded to changing business needs and resource constraints
by modifying the Road Map to identify and implement other critical IT initiatives over the last
several years. Some of these updated initiatives were originally included in the 2005 Plan as
Tier 2 or Tier 4 priorities, while others emerged as new project priorities and were approved at
one of the quarterly GMOC IT PMO status meetings.

3.1    Status of Planned Initiatives
When the 2005 IT Strategic Plan was published, it was clear that initiatives in the
Implementation Road Map could change in response to various factors including changes in
customers’ needs, availability of NYCHA resources, innovations in the technology marketplace,
or other changes in the way NYCHA delivers its services. Proposed changes in the relative
priority of proposed projects would be assessed and confirmed via the Authority’s IT PMO and
enterprisewide IT governance framework.
          IT Initiatives originally identified in the 2005 IT Strategic Plan are presented in this
          section
          New initiatives introduced via the Authority’s IT governance process

The evolving IT project portfolio includes Business Technology Solutions, as well as projects for
developing or strengthening IT Governance and Enterprise Architecture at NYCHA.
The status of Business Technology Solution Initiatives is presented in Table 1-3. These
initiatives are organized under three distinct categories:
       Resident-Centric. These technology projects have a direct impact on the Authority’s
       client-facing operations and encompass initiatives that directly enable customer service
       delivery. Examples would include the Centralized Call Center (“CCC”) and most of the
       other initiatives comprising the NICE program (“NYCHA Improving Customer
       Experience”).
       Mission Support. These technology projects are necessary to support “back office”
       operations that the resident can’t see but are important nevertheless. Examples of
       Mission Support initiatives include implementing the Executive Information System (EIS)
       or the Law Department’s e-Invoicing system.
       Supporting Infrastructure. These technologies enable Resident-Centric or Mission
       Support Initiatives by ensuring that the requisite technical infrastructure is available.
       Examples of Supporting Infrastructure projects include initiatives to expand or improve
       data centers, networks, IT services, information security and enterprise architecture.
The status of Enterprise Architecture and IT Governance projects is presented in Table 4.




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3.2       Progress in Implementing the 2005 IT Strategic Plan
Table 1.       Status of Current Resident-Centric IT Initiatives

      Project Name                                             Description                                                                       Status
                                  NICE is an enterprise IT program to improve customer service by expanding the Centralized Call Center to initially
                                  provide a single point of contact for maintenance repairs, Leased Housing Department and Applications and Tenancy
                                  Administration Department (ATAD) customers. The end goal is a NYCHA-wide customer contact center. In addition,
NYCHA Improving                   NICE will automate business processes by replacing out-dated departmental systems and creating one source of
Customer Experience               customer data through electronic folders and content management solution. This Customer Relationship Management
(NICE)                            System (CRM) will streamline operations and re-engineer core management processes while facilitating customer
                                  interaction with the agency.
                                  The NICE program includes the following component projects:
                                       Resident and Property Management CRM—Business
                                       process re-engineering and requirements gathering in order
                                                                                                                                                            Completed—March
                                       to develop an RFP for the implementation of a customer
                                                                                                                                                            2006
                                       relationship management (CRM) solution to automate tenant
                                       and real property management.
                                       Centralized Call Center—The CCC was designed to
                                       provide residents with a centralized phone number to report
                                       and schedule appointments for routine maintenance work
                                       and skilled trade repairs. The CCC was provided with
                                       technology capabilities to create work requests for each
                                                                                                                                                            Completed—November
                                       development, and to dynamically schedule appointments
                                                                                                                                                            2007
                                       while the resident is on the phone. Other benefits include
                                       allowing Management office staff to have the visibility into
                                       staff utilization to better manage work requests, increase
                                       productivity, and reduce backlog and duplication of work.
                                       The system has been fully implemented in all the boroughs.
                                       Work Ticket and Field Force Automation Utilizing the
                                       Siebel 311 Infrastructure—In order to standardize data
                                       entry for work requests, reduce the backlog, eliminate
                                       duplication of work tickets and improve service delivery to
                                       residents, this initiative will add scheduling component to
                                       existing work ticket system and provide maintenance                                                                  Incorporated in NICE
                                       workers with handheld devices. There will be two phases to                                                           rollout:
                                       the project: the first phase entails scheduling maintenance                                                          August 2008
                                       workers and the second the scheduling of skilled trades

See page 3 for Tier 1 through 4 definitions, and page 8 for description of icons identifying projects originally named in 2005 IT Strategic Plan and those established after.
See page 8 for description of Status icons: “In original (2005) IT Strategic Plan” and “Added to Portfolio via Governance Process”.

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      Project Name                                       Description                                                                             Status
                                       workers. Expected outcomes:
                                          Standardize work requests data entry
                                          Backlog Reduction
                                          Eliminate duplicate work tickets
                                          Resident service delivery improvement
                                          Reduce Tenant Not at Home (TNH) instances
                                          Improve management reporting and trend analysis
                                          Improve efficiency of work scheduling/routing/disposition
                                          Proof of concept for 311 Work Ticket Scheduling Project.
                                       Imaging/Electronic Case Folders Initiative
                                          Housing Application Automation–Facilitates the
                                          validation of eligibility requirements for applicants by
                                          automating application intake and analysis for initial
                                          certification for conventional and Section 8 programs.
                                          Section 8 Processing—Transform hardcopy documents
                                          into accessible electronic files/folders, with shared
                                          common structure, to support workflow improvements;                                                               Incorporated in NICE
                                          and manage NYCHA’s Section 8 complex business                                                                     rollout:
                                          processes. Create e-folders, allowing LHD to access                                                               August 2009
                                          documents from any of the five boroughs.
                                          Resident Folders (File Structure only)—Extend e-folder
                                          developed under Application and Tenancy
                                          Administration Department and Lease Housing
                                          Imagining projects to include management of resident
                                          documentations. File will include the folder structure
                                          only. Workflow capabilities will be added at a later date.
                                       Field Inspection Standardization—Replace NYCHA’s
                                       current Section 8 apartment inspection field service                                                                 Incorporated in NICE
                                       automation application (EZTrak) with a less costly non-                                                              rollout:
                                       proprietary solution and establish standard approach to                                                              May 2008
                                       inspection data entry.

                                                                                                                                                            Incorporated in NICE
                                       Section 8 Recertification Processing Reprogramming                                                                   rollout:
                                                                                                                                                            August 2009


See page 3 for Tier 1 through 4 definitions, and page 8 for description of icons identifying projects originally named in 2005 IT Strategic Plan and those established after.
See page 8 for description of Status icons: “In original (2005) IT Strategic Plan” and “Added to Portfolio via Governance Process”.

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      Project Name                                             Description                                                                       Status
                                       Mail Log Enhancement—Automate interim customer
                                       service e-mail referrals from Mayor's Office, 311 and
                                                                                                                                                            In Progress—Scheduled
                                       nyc.gov. The functionality being implemented in the existing
                                                                                                                                                            for Completion in
                                       Mail Log system will eventually be incorporated in the
                                                                                                                                                            December 2007 and
                                       enterprise implementation of the Siebel Correspondence
                                                                                                                                                            incorporated in NICE
                                       module. The Siebel Correspondence module will give us a
                                                                                                                                                            rollout: August 2009
                                       robust platform to expand and standardize the handling of
                                       correspondence for the Authority.
                                       Leased Housing Extranet—Updated apartment search
                                       application used by voucher holders in search of apartments.
                                       An application was created to allow interested parties to
                                       apply for Section 8 vouchers via the NYCHA Web site. Over
                                       100,000 people took advantage of this application to apply
                                                                                                                                                            Completed—November
                                       for a voucher. Finally, created Section 8 landlord direct
                                                                                                                                                            2005
                                       deposit application (Landlord EFT) as an extension to the
                                       Section 8 landlord extranet. This application allows landlords
                                       to use the Web site to register for the direct deposit, and
                                       having been approved for same, to see their detailed
                                       payment history in near real-time.

                                  Initiative provides option for residents who are also NYCHA
Payroll Deduction of
                                  employees to pay rent via an automatic bi-weekly payroll                                                                  Completed—July 2006
Rent Payments
                                  deduction

                                  NYCHA is leveraging its investment in a robust cabling
                                  infrastructure of multiple strands of coax and Cat5 cables by
                                  entering into license agreements directly with service providers.
                                  These providers would use the infrastructure to provide
                                  broadband high-speed Internet service as well as telephone and
                                  video entertainment services to the NYCHA resident community,                                                             In Progress—Scheduled
Resident Voice, Video             offering a choice of service providers at affordable rates                                                                for Completion in
and Data Services                 previously unavailable. This initiative will help bring NYCHA                                                             September 2009
                                  residents on par with the rest of the country’s accessibility to
                                  electronic information, bridging the “digital divide,” and also
                                  generate a modest revenue stream for NYCHA to offset its
                                  investment costs over time. Two Proof of Concept (PoC)
                                  contingent license agreements have been executed, covering
                                  10,000 apartments across 8 developments. If the PoCs are

See page 3 for Tier 1 through 4 definitions, and page 8 for description of icons identifying projects originally named in 2005 IT Strategic Plan and those established after.
See page 8 for description of Status icons: “In original (2005) IT Strategic Plan” and “Added to Portfolio via Governance Process”.

                                                                                         Page 12
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      Project Name                                       Description                                                                             Status
                                  successful, NYCHA will seek to secure service providers to
                                  cover the remaining wired developments and explore other
                                  technologies to bring affordable broadband services to the rest
                                  of the NYCHA portfolio.
                                  NYCHA continues to seek ways to more effectively deliver
                                  intercom and security services to its residents as well as
                                  employing smart building technologies to reduce operating costs
                                                                                                                                                            In Progress—Proof of
                                  and provide residents with affordable access to broadband
Broadband over                                                                                                                                              Concept Scheduled for
                                  services. NYCHA is now exploring the use of a technology
Power Lines                                                                                                                                                 Completion in June
                                  known as “Broadband over Power Lines” (or “BPL”) which will
                                                                                                                                                            2008
                                  allow a digital signal to utilize a building’s existing electrical
                                  power lines to carry a variety of services delivered from a
                                  common apartment electrical outlet receptacle.




See page 3 for Tier 1 through 4 definitions, and page 8 for description of icons identifying projects originally named in 2005 IT Strategic Plan and those established after.
See page 8 for description of Status icons: “In original (2005) IT Strategic Plan” and “Added to Portfolio via Governance Process”.

                                                                                         Page 13
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Table 2.       Table 2.        Status of Current Mission Support IT Initiatives

      Project Name                                                  Description                                                                       Status
                                  EIS is a productivity tracking system/performance measurement
Executive Information             tool, which provides NYCHA senior-level management with the                                                               Completed—February
System (Phase I)                  ability to analyze and determine more effective and efficient                                                             2007
                                  operational processes.

                                                                                                                                                            In Progress—
                                  New York City Automated Personnel System (NYCAPS)—
NYCAPS HR System                                                                                                                                            Scheduled for
                                  PeopleSoft Citywide HR and benefits/self-service application.
                                                                                                                                                            Completion in May 2008

                                  CHAS makes boiler and building control panels in NYCHA                                                                    In Progress—
Computerized Heating
                                  heating plants across the City accessible through a Web-based                                                             Scheduled for
Automation System
                                  software tool, enabling remote monitoring and enhanced energy                                                             Completion in February
(CHAS)
                                  management.                                                                                                               2008

Imaging/Electronic                Automate/integrate accounts payable and purchasing processes
Case Folders                      into Oracle Financial application (also creates electronic                                                                Completed—May 2006
Initiative: Finance               repositories for related financial documents).

                                  The purpose of this application is to match employees to
Authority Transfer List           vacancies. ATLS will utilize different business rules, be flexible                                                        Completed—October
System                            enough to easily accommodate employee union titles and their                                                              2006
                                  rules, as well as changes in existing rules.
                                  NYCHA is implementing this program for city and state Section 8
                                  leased housing as both the administrator of the housing and the
                                  landlord. This is applicable to twenty-one currently managed
                                  developments. The need is to implement within the current
                                                                                                                                                            In Progress—
                                  tenant management system the tenant based program called
Add Section 8 Leased                                                                                                                                        Scheduled for
                                  “Housing Choice Voucher.” In this program, the residents who
Housing to PIMS                                                                                                                                             completion in December
                                  qualify for Section 8 housing will receive a voucher document
                                                                                                                                                            2007
                                  that will enable them to select a NYCHA-managed development
                                  for the Section 8 assistance. Currently, NYCHA manages
                                  Section 8 leased housing for approved housing outside of
                                  NYCHA.




See page 3 for Tier 1 through 4 definitions, and page 8 for description of icons identifying projects originally named in 2005 IT Strategic Plan and those established after.
See page 8 for description of Status icons: “In original (2005) IT Strategic Plan” and “Added to Portfolio via Governance Process”.

                                                                                         Page 14
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      Project Name                                                  Description                                                                       Status
                                                                                                                                                            In Progress—
                                  This initiative is aimed at reducing the complexity of entering and
                                                                                                                                                            Scheduled for
Grants Retooling                  retagging capital purchase orders and to enable the orderly
                                                                                                                                                            Completion in
                                  drawdown of awards.
                                                                                                                                                            December 2007
                                  SSCMS) was designed to provide NYCHA’s Social Services
                                  Department (SSD) with accurate recording and tracking of SSD
                                  cases and services provided to tenants, replacing SSD’s manual
                                  procedures. The SSCMS system ensures that all relevant forms
                                  for specific programs are completed, utilizing technology that
                                  includes electronic signatures for approvals and PDF copies of
                                                                                                                                                            In Progress—
                                  completed forms forwarded via e-mail to defined users. SSCMS
Social Services Case                                                                                                                                        Scheduled for
                                  serves the following NYCHA Social Service Department (SSD)
Management System                                                                                                                                           Completion in
                                  programs: SOS, Senior Resident Advisor (SRA), Service
                                                                                                                                                            December 2007
                                  Coordinator (SC), Elderly Safe At Home (ESAH), Clinical Unit,
                                  and Guardian Ad Litem. Upcoming enhancements include
                                  coverage for the SSD HARTS program and enhanced statistical
                                  reporting. With significant enhancement and support by
                                  NYCHA’s Business Solutions Technology developers, SSCMS
                                  will be deployed to all five NYC boroughs by the end of 2007.
                                  When Parking was first implemented, the collection of parking
                                  fees resided on the AS/400 while the issuing of stickers and
                                  parking spots resided in Oracle. This led to dual entry of similar
AS/400 Parking Data                                                                                                                                         Completed—November
                                  data and in data discrepancies between the two systems. It was
Entry                                                                                                                                                       2007
                                  decided to combine the systems into one application to ease
                                  data entry and alleviate data inconsistency issues. All parking is
                                  now done on the AS/400 in one streamlined process.




See page 3 for Tier 1 through 4 definitions, and page 8 for description of icons identifying projects originally named in 2005 IT Strategic Plan and those established after.
See page 8 for description of Status icons: “In original (2005) IT Strategic Plan” and “Added to Portfolio via Governance Process”.

                                                                                         Page 15
                                                                                                                                                       NYCHA IT Strategic Plan: Volume 1
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      Project Name                                                  Description                                                                       Status
                                  eBilling is a Web-based application developed by Datacert to
                                  allow outside counsel or firms to submit their invoices to be paid
                                  electronically. The interface that the firm uses to submit their
                                  invoices is hosted by the Datacert application ShareDoc, which
                                  has in place rules regarding fees and other requirements that
                                  must be met before an invoice is presented to the Torts division
                                  for payment. On recurring schedule, NYCHA application servers
                                                                                                                                                            In Progress—
                                  poll the ShareDoc Server and retrieve those invoices which are
Law Department                                                                                                                                              Scheduled for
                                  then processed by the Corporate Law Management System
e-Invoicing                                                                                                                                                 Completion in April
                                  (CLMS) and routed to the NYCHA attorney assigned to the
                                                                                                                                                            2008
                                  specific matter for review and payment. IT Business Solution
                                  Technology has guided and provided the technical
                                  requirements, expertise and data to develop the integration of
                                  eBilling with CLMS and finally for payment through Oracle. The
                                  team has setup and configured the Application server and
                                  databases hosted at NYCHA and all steps required to implement
                                  this system.
                                  Supply Chain Operations conducted a successful pilot in
                                  determining the effectiveness of automating developments’
                                  storeroom inventory planning and controls processes via
                                  Oracle’s inventory module. This project is to expand the                                                                  Completed—November
Storeroom Expansion
                                  storeroom pilot. This project was preceded by a pilot program (in                                                         2007
                                  2006) which was so successful and cost-effective that in July
                                  2007 the program was expanded to 24 storerooms throughout
                                  the five (5) boroughs.
                                  The system captures elevator fault events and sends results to a
                                  relational database. The system emails designated employees
                                  to alert them when more serious elevator faults events occur.
                                  Notifications can also be sent to Borough and Development staff
                                                                                                                                                            In Progress—
                                  with information regarding elevators they manage. The system
Elevator Remote                                                                                                                                             Scheduled for
                                  has several reports to display for specified time periods all fault
Monitoring                                                                                                                                                  Completion in March
                                  events and time the fault occurred and was corrected. This
                                                                                                                                                            2008
                                  report is very useful for development staff to check activity in
                                  their elevators and to detect recurring problems. The system
                                  also checks every 15 minutes whether elevators are online to
                                  detect elevators not reporting faults due to no connection.



See page 3 for Tier 1 through 4 definitions, and page 8 for description of icons identifying projects originally named in 2005 IT Strategic Plan and those established after.
See page 8 for description of Status icons: “In original (2005) IT Strategic Plan” and “Added to Portfolio via Governance Process”.

                                                                                         Page 16
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      Project Name                                                  Description                                                                       Status

                                                                                                                                                            Pending Development/
Insurance Certificate             Project to acquire/implement insurance certificate tracking
                                                                                                                                                            Approval of Business
Tracking                          software to ensure compliance from outside vendors.
                                                                                                                                                            Case


                                  Provides NYCHA with new capabilities and technology to
Oracle Commercial                                                                                                                                           Completed—March
                                  manage and maintain commercial properties and commercial
Tenants                                                                                                                                                     2007
                                  tenants.


                                  The Office of the Controller is proposing that a new Web-based                                                            Pending
Employee Expense
                                  employee expense reimbursement system, fully integrated with                                                              Development/Approval
System
                                  Oracle, be implemented for use by the entire Authority.                                                                   of Business Case


                                  170 Markview Phase II is to address Phase I post-                                                                         Pending
170 Markview, Phase II
                                  implementation issues and reporting issues and will provide                                                               Development/Approval
Implementation
                                  additional benefits to NYCHA by further streamlining operations.                                                          of Business Case

                                  As part of the eligibility process for public housing and Section 8
Third Party Income                assistance, all income must be verified to determine income
Verification                      eligibility and to set rent. During annual reviews (recertification)                                                      Completed—July 2005
Automation                        public housing and Section 8 tenants are required to report and
                                  verify all income.




See page 3 for Tier 1 through 4 definitions, and page 8 for description of icons identifying projects originally named in 2005 IT Strategic Plan and those established after.
See page 8 for description of Status icons: “In original (2005) IT Strategic Plan” and “Added to Portfolio via Governance Process”.

                                                                                         Page 17
                                                                                                                                                       NYCHA IT Strategic Plan: Volume 1
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Table 3.       Status of Current IT Supporting Infrastructure Initiatives

     Project Name                                                 Description                                                                        Status
                                The goal of the NYCHA Community Ops Field Facilities Internet
                                Connectivity Project is to allow the highest level of accessibility
                                and availability for NYCHA as an organization, while maximizing
Community                       service to the client community and minimizing costs. The
Operations Field                resulting plan houses all Authority dependent operations at the
                                                                                                                                                           Completed—March 2007
Facilities Internet             primary and secondary datacenters at 90 Church Street and LIC,
Connectivity                    respectively. Additionally, clients at all facilities will maintain local
                                operation of building specific processes, increasing the level of
                                support for local clients and decreasing demands on more costly
                                Authority resources (e.g., bandwidth).
                                To date, over 50 eForms have been deployed, many which
                                automatically spawn additional forms as needed. In many
                                instances an eForm, such as the Records Transfer Request,
                                replaces multiple paper forms. In addition to increases in work
                                productivity, the use of these eForms has resulted in decreases in
                                printing/paper related costs. For example, in FY07 NYCHA has
                                not had to print, store or physically handle approximately 6,700
eForms                          Criminal Background Check forms, 8,900 Environmental Testing                                                               Ongoing
                                Requests, 4,125 I.D. Access Card Requests, 2,100 IT Services
                                Requests, 1,600 Local Law 1198 Compliance Forms, 1,500 Non-
                                Payment Referrals, 3,500 Training Program Applications, 1,200
                                Records Transfer Requests, 3,500 Account Correction
                                Authorizations, 3,500 Approval to Write-off Uncollected Accounts,
                                and 3,700 Request-Authorization for Use of Floating Holiday
                                form.
                                The Oracle Financial system was upgraded to version 11.5.10
Oracle Capacity                 which will enable NYCHA to take advantage of new functionality                                                             Completed—October
Upgrade                         and modules that can help departments from Procurement to                                                                  2006
                                Budget as well as fix outstanding issues with the current release.




See page 3 for Tier 1 through 4 definitions, and page 8 for description of icons identifying projects originally named in 2005 IT Strategic Plan and those established after.
See page 8 for description of Status icons: “In original (2005) IT Strategic Plan” and “Added to Portfolio via Governance Process”.

                                                                                         Page 18
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     Project Name                                                 Description                                                                        Status
                                This project aims to provide hardware and software necessary to
                                complete a backup facility for the LAN/WAN at LIC. Currently,
                                provisions are in place for the mainframe, AS/400 and Unix
                                platforms at Sterling Forest; these require connectivity through
                                the LIC Data Center. However, the LAN recovery has not been
                                addressed and in the event of a disaster in lower Manhattan, the
                                LAN environment is required in order to access the other
                                computing platforms. The recovery infrastructure allows NYCHA
                                to replicate data from the Manhattan CO locations to the LIC
                                location, thereby providing a short turn-around for                                                                        In Progress—Scheduled
Disaster Recovery               restoration/recovery of user connectivity and services.                                                                    for Completion in
                                The designed Disaster Recovery (D/R) environment at LIC is an                                                              January 2008
                                integral part of the NYCHA operating environment. It enables the
                                Authority’s LAN-based operations to continue in the event of an
                                incident that is not quickly recoverable at the primary data centers
                                (90 Church Street and 250 Broadway). If an event occurs at 90
                                Church St. that renders the datacenter unavailable, critical
                                selected services would failover to LIC and continue supporting
                                the remaining, accessible NYCHA facilities, providing NYCHA the
                                ability to continue working and communicating with staff and
                                other, outside organizations.
                                Implement virtual IT Project Management Office (PMO) via
                                                                                                                                                           In Progress—Scheduled
Deploy ePMO                     application that provides business-owner/Project Managers with
                                                                                                                                                           for Completion in
Application                     the tools they would need to plan, develop, and execute
                                                                                                                                                           February 2008
                                successful projects.


Kronos Migration to                                                                                                                                        Completed—December
                                Upgrade of Kronos timekeeping system.
5.0                                                                                                                                                        2006

                                Implement a customized Managerial Self-Service system that will
                                allow managers to enter and maintain their time records in                                                                 Pending
Kronos Manager
                                Kronos. Complete the installation of the new hardware for the                                                              Development/Approval
Self-Service
                                production Kronos application as well as the set up of the existing                                                        of Business Case
                                equipment at Long Island City for disaster recovery.




See page 3 for Tier 1 through 4 definitions, and page 8 for description of icons identifying projects originally named in 2005 IT Strategic Plan and those established after.
See page 8 for description of Status icons: “In original (2005) IT Strategic Plan” and “Added to Portfolio via Governance Process”.

                                                                                         Page 19
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     Project Name                                                 Description                                                                        Status
                                On a regular basis, ORACLE releases new versions in order to fix
                                bugs and add new features. Production issues could be resolved
Oracle 11.5.9                   due to the upgrade and some of the new features provided in
                                                                                                                                                           Completed—March 2005
Upgrade                         release 11.5.9. By upgrading now, we will be on the latest release
                                of all core ORACLE technology and won’t need to upgrade for at
                                least another two (2) or three (3) years.
                                Voice over IP (VoIP) is defined as the movement of voice traffic
                                over data networks. This solution leverages NYCHA’s investment
                                in its existing Cisco data network infrastructure and data cabling,
                                creating a converged voice and data network which can also be
                                leveraged for video communications, personal assistant, and
                                eCollaboration. In addition to the 90 Church Street and 250
                                Broadway deployment of over 2,000 VoIP instruments, a new
                                VoIP telephone system, unity unified messaging system, and 300
                                devices were installed at the new Bronx Waters Place location.                                                             In Progress—Scheduled
VoIP Telephony                  Also installed an IPCC-based system of the LIC Call Center                                                                 for Completion in
                                (CCC) that has been expanded to support incoming calls from all                                                            January 2008
                                five boroughs. Additional prompts and scripts have been added to
                                make it easier for residents to navigate through the system and
                                thereby reduce the length of a telephone call. These include
                                special prompts for heat and hot water callers as well as the
                                soon-to-be-deployed scripts and prompts that provide a message
                                board advising callers whenever there is a specific condition
                                affecting their development.




See page 3 for Tier 1 through 4 definitions, and page 8 for description of icons identifying projects originally named in 2005 IT Strategic Plan and those established after.
See page 8 for description of Status icons: “In original (2005) IT Strategic Plan” and “Added to Portfolio via Governance Process”.

                                                                                         Page 20
                                                                                                                                                       NYCHA IT Strategic Plan: Volume 1
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     Project Name                                                 Description                                                                        Status
                                NYCHA plans to enhance its network architecture. The DoITT
                                Fiber Franchise and Cable Agreement provide the Authority with
                                an opportunity to strategically adapt its Wide-Area Network
                                (WAN) communications to a state of the art MAN. This MAN will
                                fulfill the network’s current and near future (5 year) bandwidth
                                requirements, while realizing cost savings in recurring monthly
Metro Area Network              operating expenses.                                                                                                        Completed—April 2007
(MAN) Migration
                                This project will provide the highest level of accessibility and
                                availability for NYCHA as an organization, while also maximizing
                                service to the client community and minimizing costs. The
                                resulting plan houses all Authority-wide dependent technology
                                operations at both the primary datacenter at 90 Church Street
                                and secondary datacenter at Long Island City (LIC).

                                                                                                                                                           Completed—December
Telecom Billing                 Audit of telecommunication facilities and invoices.
                                                                                                                                                           2006


                                Implement a single sign-on system that will allow users to
                                                                                                                                                           In Progress—Scheduled
                                authenticate with same credentials across enterprise applications.
Single Sign-On                                                                                                                                             for Completion in
                                This will remove the burden of maintaining multiple user_ids and
                                                                                                                                                           December 2008
                                passwords across applications.

                                Initiated the implementation of a centralized (software distribution,                                                      In Progress– Scheduled
Software
                                inventory, asset management and patch management) system for                                                               for Completion in
Distribution (Altiris)
                                NYCHA’s servers, desktops, laptops, printers, etc.                                                                         December 2008


                                Implement a full LAN Management (fault monitoring and                                                                      In Progress—Scheduled
Microsoft MOM                   performance enhancement) through the implementation of                                                                     for Completion in
                                Microsoft MOM.                                                                                                             February 2008


                                Implement a centralized system—software distribution, inventory,                                                           In Progress– Scheduled
Centralized LAN
                                asset management, and patch management—for NYCHA’s                                                                         for Completion in
Management
                                servers, desktops, laptops, printers, etc.                                                                                 December 2008




See page 3 for Tier 1 through 4 definitions, and page 8 for description of icons identifying projects originally named in 2005 IT Strategic Plan and those established after.
See page 8 for description of Status icons: “In original (2005) IT Strategic Plan” and “Added to Portfolio via Governance Process”.

                                                                                         Page 21
                                                                                                                                                       NYCHA IT Strategic Plan: Volume 1
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     Project Name                                                 Description                                                                        Status

                                Complete a desktop video conference feasibility pilot for the                                                              In Progress—Scheduled
Desktop Video
                                development of a video desktop video conferencing business                                                                 for Completion in June
Conferencing
                                case and potential rollout for 2007.                                                                                       2008

                                Implement IPICs (Internet Protocol Integrated Communications),
                                a technology platform that allows for the integration and cross
                                                                                                                                                           In Progress—Scheduled
Radio Systems                   functionality of NYCHA’s multiple radio systems and push-to-talk
                                                                                                                                                           for Completion in
Consolidation                   devices into a single infrastructure. This platform should realize
                                                                                                                                                           October 2008
                                high levels of efficiencies by reducing the current complexities
                                associated with managing multiple radio platforms.
                                Implement e-mail and file archiving for the entire NYCHA user
                                community which will help standardize and control NYCHA’s high
                                demand for storage. The implementation will also include a DR
                                                                                                                                                           In Progress—Scheduled
                                extension at LIC to ensure business continuity for NYCHA’s
E-mail Archiving                                                                                                                                           for Completion in August
                                critical data. This will include an E-mail Retention—Security
                                                                                                                                                           2008
                                Policy and General Announcement which will be posted and
                                broadcast to the NYCHA community to accompany the new e-
                                mail archiving standards that will instituted.




See page 3 for Tier 1 through 4 definitions, and page 8 for description of icons identifying projects originally named in 2005 IT Strategic Plan and those established after.
See page 8 for description of Status icons: “In original (2005) IT Strategic Plan” and “Added to Portfolio via Governance Process”.

                                                                                         Page 22
                                                                                                                                                       NYCHA IT Strategic Plan: Volume 1
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Table 4.        IT Governance and Enterprise Architecture Initiatives

     Program Area                                        Project Name/Description                                                                    Status
                                 Establish Enterprise Architecture Governance Model—NYCHA
                                 Initial EA Governance and Framework have been established via
                                 the Architecture Review Board (ARB) Domain Architect Guide                                                                 Completed Version 1—
                                 Book and the NYCHA EA Management Framework Guide. These                                                                    December 2005
                                 guides provide the EA Office and the ARB with there operating                                                              Established/developed
                                 framework. The ARB continually contributes toward assisting                                                                the Architecture Review
Enterprise
                                 NYCHA Business units and IT Senior Management in making                                                                    Board (ARB), Domain
Architecture
                                 Technology investments that align with NYCHA business                                                                      Architect Guide Book
                                 objectives. The EA Office and the ARB have contributed to all                                                              and the NYCHA EA
                                 phases of the RPM/CRM (NICE) Initiative: RFP preparation,                                                                  Management
                                 Value Engineering, Vendor BAFO process, Statement of Work                                                                  Framework Guide
                                 development and providing architecture guidance and EA
                                 technical advice during the implementation phases.
                                 Define V1 Enterprise Architecture Standards—The EAO and ARB
                                 have contributed significantly to NYCHA IT progress in this area;
                                 some examples follow:
                                     EA Standards with respect to Enterprise Software solutions
                                     have been defined in support of the RPM-CRM (NICE)
                                     Initiative.
                                     EAO and ARB working with IT Departments have together
                                     forged the following EA Standards as defined for the RPM-
                                     CRM/NICE Initiative:
                                          Using Software packages that are in compliance with
                                          Service Oriented Architecture (SOA).
                                          IT Solution Architecture plan to establish a separate                                                             Completed Version 1 as
                                          Integration Layer to foster information sharing and                                                               defined for NICE
                                          modular approach via an Enterprise Service Bus (ESB).                                                             Initiative
                                          IT Solution Architecture to utilize middleware layer of                                                           December 2006
                                          Oracle Fusion Middleware to handle middleware, BPM,
                                          monitoring and the ESB software engineering needs as
                                          required by RPM-CRM NICE Initiative.
                                          EAO and ARB continually provides support in
                                          communicating to systems integrators, NYCHA’s IT
                                          Architectural Standards and the need for Systems
                                          Integrators to conform to our emerging Enterprise

See page 3 for Tier 1 through 4 definitions, and page 8 for description of icons identifying projects originally named in 2005 IT Strategic Plan and those established after.
See page 8 for description of Status icons: “In original (2005) IT Strategic Plan” and “Added to Portfolio via Governance Process”.

                                                                                         Page 23
                                                                                                                                                       NYCHA IT Strategic Plan: Volume 1
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     Program Area                                     Project Name/Description                                                                       Status
                                           Architecture.
                                 Current Architecture Assessment—The EAO and ARB have
                                 guided the development of AS-IS views and artifacts and TO-BE
                                 view and Artifacts as follows:
                                 The initial Enterprise Architecture Guide was produced in support
                                 of the RPM-CRM Initiative. The “Resident Property Management
                                 Customer Relationship Management” (RPM-CRM) Technical and
                                 Application Architecture Guide.
                                                                                                                                                            Completed—March
                                      Lead the development of System Architect Business Process                                                             2006
                                      Modeling Notation (BPMN) Target “TO BE” business process
                                      models for the following three business units: Maintenance                                                            Published “RPM-CRM
                                      Operations Department, Applications & Tenancy                                                                         Technical & Application
                                      Administration Department and Leashed Housing                                                                         Architecture Guide”
                                      Department.                                                                                                           (became an appendix to
                                                                                                                                                            RPM-CRM RFP)
                                      Lead the development of the Logical Data-Entity relationship
                                      diagrams for the following three business units: Maintenance
                                      Operations Department, Applications & Tenancy
                                      Administration Department and Leashed Housing
                                      Department.
                                 Note: these artifacts were included as appendices in the
                                 RPM/CRM “NICE” RFP.
                                 Tier 1 and Tier 2 Enterprise Architecture Model—Enterprise
                                 Architecture Office has provided continued guidance to some of
                                 the major Business Initiatives. The EA Office and the ARB have
                                 contributed to all phases of the RPM/CRM (NICE) Initiative: RFP
                                 preparation, Value Engineering, Vendor BAFO process,
                                 Statement of Work development and providing architecture
                                 guidance and EA technical advisement for the actual selected
                                 vendor engagement of NICE project.
                                                                                                                                                            In Progress—Ongoing
                                 Provided Strategic Partner advisement services for the following
                                 mission-critical Initiatives:
                                     Energy Departments CHAS Initiative
                                     Technical Services—Elevator Remote Monitoring
                                     ePMO—Electronic PMO Initial and Enhanced Initiatives
                                     assist with many other PMO Projects by providing advice and
                                     review gates

See page 3 for Tier 1 through 4 definitions, and page 8 for description of icons identifying projects originally named in 2005 IT Strategic Plan and those established after.
See page 8 for description of Status icons: “In original (2005) IT Strategic Plan” and “Added to Portfolio via Governance Process”.

                                                                                         Page 24
                                                                                                                                                       NYCHA IT Strategic Plan: Volume 1
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     Program Area                                        Project Name/Description                                                                    Status
                                 Ongoing Enterprise Architecture Model Program—EAO and ARB
                                 provide Technical Advise and Review services through PMO
                                 engagement in support of technical solutions that meet NYCHA’s
                                 IT Strategic Plan and Enterprise Architecture compliance. The                                                              In Progress—Ongoing
                                 use of System Architect EA software modeling tool is our
                                 standard for modeling NYCHA business and technical operations
                                 and is heavily used in the design of the NICE project.




See page 3 for Tier 1 through 4 definitions, and page 8 for description of icons identifying projects originally named in 2005 IT Strategic Plan and those established after.
See page 8 for description of Status icons: “In original (2005) IT Strategic Plan” and “Added to Portfolio via Governance Process”.

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                                                                       NYCHA IT Strategic Plan: Volume 1
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4.0 Plan Updates for 2007
4.1    Trends and Events Impacting the Current Plan
NYCHA’s mission is to provide decent and affordable housing in a safe and secure living
environment for low- and moderate-income residents throughout New York City. Economic
factors, governmental policy decisions and changing customer service expectations continually
challenge the Authority in its efforts to attain this mission.
The 2007 update to NYCHA’s IT Strategic Plan has been influenced, to degrees, by the
following three factors:
 1.    Mandate recently made by the Authority’s General Manager, Doug Apple (during the
       Q1’07 Status Review meeting), to identify new operational efficiency projects that reduce
       operating costs, increase revenue or improve customer service. Updates to NYCHA’s IT
       Strategy could include new applications or technology solutions that could enable the
       Authority’s key business imperatives.
 2.    Development of “PlanIT”—New York City’s Enterprise Technology Plan. Updates to
       NYCHA’s IT Strategy might leverage work already undertaken by the City’s Department
       of Technology and Telecommunication (DoITT) or other City agencies; conversely, other
       City agencies might be able to leverage IT initiatives begun or planned by NYCHA.
 3.    Technology issues impacting the Authority and its ability to provide effective services to
       its customers, or imminent or emerging technology trends that weren’t as relevant in
       2005 when the original plan was published.

4.2    Proposed New IT Initiatives
Through a series of interviews and group meetings with the Authority’s Deputy General
Managers and their staff in each of NYCHA’s business areas, 17 proposed IT initiatives
emerged as candidate Tier 2 or Tier 4 projects in the updated IT Strategy. Gartner and
NYCHA’s IT PMO documented and confirmed details for each proposed initiative with the
appropriate executive sponsor, including the following information (where available):
       Brief description and current status of the initiative
       Name of the Executive Sponsor and Project Manager
       Qualitative objectives (generates revenue, reduces costs, improves customer service,
       enhances operational efficiency, etc.)
       Estimated costs—including initial costs and annual maintenance/support costs
       Measurable benefits
       Resource requirements
       High-level assessment of risk in the area of people, technology and governance
       Dependencies or linkages to other projects or initiatives




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                                                                                                                         NYCHA IT Strategic Plan: Volume 1
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5.0 Plan Updates for 2007
These projects were reviewed and discussed in a series of work sessions with NYCHA DGMs, used to prioritize initiatives for
inclusion in the 2007 update to the Authority’s IT Strategic Plan, and approved by GMOC (the General Manager’s Operations
Committee).
These 17 initiatives are summarized in Table 5 below. Additional details, where available (as of this printing), are provided in
Appendix 1.

Legend:
                                                                                       Reduce Costs
          Improve Operational Efficiency                                               The set of initiatives which provide for opportunity either to
          The set of initiatives which provide for increased customer                  drive costs from current and future operations as well as
          satisfaction to the residents of the New York City Housing                   avoid future additional costs to meet desired service-level
          Authority.                                                                   agreements. Opportunities for new revenue generation are
                                                                                       also included in this area.
          Improve Customer Service
          The set of initiatives which provide for greater productivity in             Increase Revenue
          current or future functions. These can include business                      The set of initiatives which provide for opportunities for new
          process re-engineering initiatives as well those that                        revenue generation.
          leverage technology to automate business processes.
                                                                                       Tier 3 (Managed by IT [limited or no business PM
          Tier 2 (Emerging Business Initiatives) projects are                          involvement]) includes IT initiatives that will enable Tier
          developing business cases and pending funding                                1 and Tier 2 projects as well as additional initiatives to
          approvals.                                                                   drive new opportunities for cost-savings or increased
                                                                                       productivity across the Authority.
          Tier 4 (Future Year Initiatives) includes those initiatives
          which the Authority shall undertake primarily after the
          current and next calendar years.




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Table 5.       Proposed New IT Initiatives

                                                                                                   Qualitative Benefits Anticipated
                                                                                                                   Improve           Improve
                                    Executive                                               Increase   Reduce     Customer         Operational
           Initiative Title         Sponsor               Initiative Description            Revenue     Costs       Service         Efficiency
  1.   PEG Monitoring             F. Lam        Provide IT systems/tools to support
                                                monitoring, analysis and reporting of
                                                Departmental progress in achieving PEG
                                                revenue targets
  2.   Energy Management          F. Lam        Replace NYCHA’s legacy Energy
       Information System                       Management Information System and
                                                related subsystems with application that
                                                will enable faster and more accurate
                                                analytics related to fuel and electricity
                                                consumption data.
  3.   Automate and               R. Morales    Develop a technical solution to help
       Streamline Tenancy                       automate and streamline tenancy actions
       Actions/Processes                        and procedures (e.g., non-verifiable
                                                income, rent delinquency, evictions etc.)


  4.   Upgrade Case Law           R. Morales    Upgrade/migrate the Law Department’s
       Management System                        current end-of-life CLMS system to
       (CLMS)                                   Mitratech’s current TeamConnect
                                                solution.


  5.   Legal e-Discovery          R. Morales    Automate document management and
                                                workflow for NYCHA's legal case work,
                                                possibly using existing licenses for
                                                FileNet or Oracle DMS solution, or via
                                                some other enterprise content
                                                management system.




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                                                                                               Qualitative Benefits Anticipated
                                                                                                               Improve           Improve
                              Executive                                                 Increase   Reduce     Customer         Operational
      Initiative Title        Sponsor               Initiative Description              Revenue     Costs       Service         Efficiency
6.   Enterprise Facilities   H. Spence    Provide automated financial reporting and
     Rental Bookings                      auditing tools to support enterprise
                                          management of facility booking and rental
                                          of community center facilities in NYCHA
                                          buildings by residents and other third
                                          parties (leverage Oracle Property
                                          Manager module).
7.   Expand Storeroom        N. Rivers    Expand pilot deployment of Storeroom
     Pilot Initiative                     Initiative to automate and streamline the
                                          planning, ordering and controlling of
                                          materials and supplies in NYCHA's
                                          developments.
8.   Change Order and        L. Rueda     Use automated document management,
     Payment Processing                   workflow and project management tools
                                          to help manage and track the status of
                                          capital project change order and
                                          payments
9.   Upgrade Primavera       L. Rueda     Upgrade NYCHA’s current
     Software                             program/project management (PPM)
                                          solution to the latest supported version of
                                          Primavera’s PPM software.




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                                                                                                             NYCHA IT Strategic Plan: Volume 1
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                                                                                                Qualitative Benefits Anticipated
                                                                                                                Improve           Improve
                             Executive                                                   Increase   Reduce     Customer         Operational
       Initiative Title      Sponsor               Initiative Description                Revenue     Costs       Service         Efficiency
10.   Implement             I. Popkin    Invest in a set of tools to help manage
      Management Tools                   Development Department activities,
      for the Development                including the following possible
      Department                         components
                                              Project management (tracking)
                                              software to plan and monitor events in
                                              the development cycle
                                              Asset management tool to capture
                                              and manage real estate property data
                                              (financial, land use, location)
                                              GIS: demographics, city base maps,
                                              link to asset management
11.   Residential Rent      F. Lam       Implement a new billing, collection and
      Collection                         reporting system to provide residents with
                                         a breakdown of what they owe—including
                                         detailed charges for rent, repairs, parking,
                                         etc. Also provides analytics and more
                                         effective information to minimize arrears
                                         and collections.
12.   Revenue Portfolio     F. Lam       Provide information system/tools to
      Management                         support financial tracking/reporting and
                                         auditing for revenue generation activities
                                         (e.g., vending machines at NYCHA
                                         facilities, rental of excess parking spaces,
                                         using NYCHA property assets as
                                         marketing/advertising media)
13.   Implement NICE,       R. Podmore   Implement the next phase of NICE
      Phase 2                            initiative including rent collection, tenancy
                                         recertification, administration and
                                         management capabilities, tenant data
                                         system matching tenant requests with
                                         work tickets, link with Oracle legal case
                                         tracking system.




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                                                                                                            NYCHA IT Strategic Plan: Volume 1
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                                                                                               Qualitative Benefits Anticipated
                                                                                                               Improve           Improve
                                Executive                                               Increase   Reduce     Customer         Operational
       Initiative Title         Sponsor              Initiative Description             Revenue     Costs       Service         Efficiency
14.   Smart Building           R. Podmore   Expansion of Smart Building technology—
      Technologies                          to include remote voltage monitoring,
                                            electronic locks, monitoring of
                                            outdoor/street lighting, etc. A common
                                            theme of the Smart Building technologies
                                            is improving building-related services to
                                            tenants, while also reducing costs of
                                            maintaining and operating buildings.
15.   Automate/Streamline      N. Rivers    Implement sourcing module within Oracle
      Purchasing                            financials to help streamline purchasing
      Processes                             (including external vendor interface).
                                            Project would include a contract
                                            management system to record contractor
                                            performance, monitor milestones, funding
                                            levels, insurance status, etc.
16.   Executive Information    M. Pinnock   Enhance the new EIS system by:
      System (EIS), Phase II                   Upgrading Oracle Warehouse Builder
                                               to OWB10.2 and implement new file
                                               transfer utility available in OWB 10.2
                                               Expanding EIS Indicators
                                               Expanding the user base (training
                                               additional NYCHA users on the EIS
                                               application)
                                               Conducting a Proof of Concept on
                                               Oracle DBI Modules
                                               Conducting a pilot to demonstrate the
                                               utility of GIS data/reports




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                                                                                                           NYCHA IT Strategic Plan: Volume 1
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                                                                                              Qualitative Benefits Anticipated
                                                                                                              Improve           Improve
                                Executive                                              Increase   Reduce     Customer         Operational
       Initiative Title         Sponsor              Initiative Description            Revenue     Costs       Service         Efficiency
17.   Integration of Section   G. Kern      Integration with external agency systems
      8 Verification                        to automate/streamline process for
      Processes/                            conducting required Section 8
      Systems                               verifications.




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Table 6.      Business Solutions Portfolio Road Map—2007 IT Strategic Plan Update

                                                                           2008                       2009                2010                      2011
                                                                  Q1     Q2      Q3      Q4     Q1   Q2   Q3   Q4   Q1   Q2   Q3     Q4     Q1     Q2    Q3     Q4
Tier 1—Priority Business Initiatives
NICE—Phase I
Elevator Control System
CHAS
NYCAPS HR
Law Department e-Invoicing
Tier 2—Emerging Business Initiatives*
Resident Employment Services
Insurance Certificate Tracking
170 MarkView Phase II
Employee Expense System
Energy Management Information System
Automate/Streamline Tenancy Actions/Processes
Upgrade Legal Case Management System (CLMS)
Enterprise Facilities Rental Bookings
Expand Storeroom Pilot Initiative
Change Order and Payment Processing
Implement Development Dept. Management Tools




*Business cases to be presented by Q2’08 to GMOC for consideration of promotion to Tier 1.

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                                                                           2008                       2009                2010                      2011
                                                                  Q1     Q2      Q3      Q4     Q1   Q2   Q3   Q4   Q1   Q2   Q3     Q4     Q1     Q2    Q3     Q4

Tier 3—Initiatives Managed by IT
Broadband over Power Lines
Resident Voice, Video and Data Services
E-mail Archiving
Radio Systems Consolidation
Desktop Videoconferencing
Microsoft MOM
Disaster Recovery
VoIP
ePMO
NYCHA Enterprise Architecture Framework
Enhancement through Business Functional
Requirement Automation
Enterprise Single Sign-on
Upgrade Primavera Software
Kronos Manager Self-Service
Tier 4—Future Year Initiatives
Residential Rent Collection
Revenue Portfolio Management
NICE—Phase II
Smart Building Technologies
PEG Monitoring Application
Automate/Streamline Purchasing Processes
Legal e-Discovery
Executive Information System (EIS)—Phase II
Integration of Sect. 8 Verification
Processes/Systems




*Business cases to be presented by Q2’08 to GMOC for consideration of promotion to Tier 1.

                                                                                      Page 34
                           NYCHA IT Strategic Plan: Volume 1 – Appendix 1
                                                          December 2007




Appendix 1—IT Initiatives and EA Summary




                  Page 1
       New York City Housing Authority                                                       IT INITIATIVE SUMMARY                                                     2007 IT Strategic Plan Update




A. Initiative Name/Title:        PEG Monitoring


B. Brief Description:            Provide IT systems/tools to support monitoring, analysis and reporting of progress in achieving PEG revenue targets



C. Current Status                        Conceptual (No Business Case)                    Status Comments:           Placeholder for as yet to be established revenue generating activities



D. Executive Sponsor                                                                      E. Project
                                               Felix Lam, Finance                                                                         TBD
   and Department:                                                                           Manager

                                                                                                             Detail (provide brief explanation)

F. Qualitative Objectives                     X    Generate Revenue                       Support of greater performance monitoring of progress in meeting PEG revenue generation targets

(CHECK ALL THAT APPLY)
                                                   Reduce Costs                           (Provide brief explanation if box at left is checked)


                                                   Improve Customer
                                                                                          (Provide brief explanation if box at left is checked)
                                                   Service

                                                   Enhance Operational
                                                                                          (Provide brief explanation if box at left is checked)
                                                   Efficiency


                                                   Other                                  (Provide brief explanation if box at left is checked)


H. Estimated Costs:

    Initial/One-Time Costs (estimated):                      Amount                                          Detail (provide brief explanation)

   1. Planning / Business
                                                  $                              -        (Provide brief explanation if estimated cost is entered for this line)
      Case Development

   2. Hardware                                    $                              -        (Provide brief explanation if estimated cost is entered for this line)

   3. Software                                    $                              -        (Provide brief explanation if estimated cost is entered for this line)

   4. Professional Services                       $                              -        (Provide brief explanation if estimated cost is entered for this line)

   5. Other                                       $                              -        (Provide brief explanation if estimated cost is entered for this line)

                                   (Enter total of Lines 1-5 above, or provide
 Total One-Time Costs                                                                                      TBD
                                     summary cost estimate for all items)

 Annual Maintenance & Support Costs (estimated)                                          $                       -


G. Measurable Benefits
                                 Increased revenue
    (if applicable)


I. Resource Requirements


                                                                                     2. How many additional FTE's are
 1. Is this a New Need?           YES         X                                                                                           BUSINESS           TBD
                                                                                        required to support this Initiative?

      (CHECK ONE)                  NO                                                                                                             IT         TBD


J. Risks (High-Level)
                              Risk Rating         Summary comments (optional)
                                 Select
       Governance                                  Insufficient detail available to assess potential risks
                                  One

                                 Select
          People                                   Insufficient detail available to assess potential risks
                                  One

                                 Select
       Technology                                  Insufficient detail available to assess potential risks
                                  One


K. Dependencies (if any)         (Describe any known dependencies or contingencies associated with this Initiative)



L. Next Steps                    TBD




                                                                                                      1                                                                                  11/30/2007
       New York City Housing Authority                                                    IT INITIATIVE SUMMARY                                                         2007 IT Strategic Plan Update



A. Initiative Name/Title:        Energy Management Information System


                                 Replace legacy Energy Management Information System and related subsystems (provides faster and more accurate analytics related to fuel and
B. Brief Description:
                                 electricity consumption data)


C. Current Status                        Conceptual (No Business Case)                   Status Comments:           (Optional)



D. Executive Sponsor                                                                     E. Project                                  Carl Hafner
                                              Felix Lam, Finance
   and Department:                                                                          Manager                          Deputy Director, Energy Dept.


                                                                                                             Detail (provide brief explanation)

F. Qualitative Objectives                               Generate Revenue                 (Provide brief explanation if box at left is checked)

(CHECK ALL THAT APPLY)
                                                                                         Access to more timely analytics and data on energy use will enable NYCHA to use energy more
                                                X       Reduce Costs                     efficiently, prevent waste and make adjustments and corrections more quickly (for example enables
                                                                                         NYCHA to identify specific infrastructure which is creating waste and resulting in inefficient use of energy)


                                                        Improve Customer                 Secondary benefit will be to potentially improve residential heating and reduce heating system outages,
                                                X
                                                        Service                          resulting in improved comfort for residents

                                                        Enhance Operational              Improved "real-time" reporting and performance management analysis capabilities could result in more
                                                X
                                                        Efficiency                       efficient operations


                                                        Other                            (Provide brief explanation if box at left is checked)


H. Estimated Costs:

 Initial/One-Time Costs (estimated):                            Amount                                       Detail (provide brief explanation)
   1. Planning / Business                                                                Develop formal Business Case to justify investment, define as-is/to environment and develop system
                                                    $                    75,000
      Case Development                                                                   requirements

   2. Hardware                                                           TBD             (Provide brief explanation if estimated cost is entered for this line)

   3. Software                                                           TBD             (Provide brief explanation if estimated cost is entered for this line)

   4. Professional Services                                              TBD             (Provide brief explanation if estimated cost is entered for this line)

   5. Other                                                              TBD             (Provide brief explanation if estimated cost is entered for this line)

                                 (Enter total of Lines 1-5 above, or provide
 Total One-Time Costs                                                                $                    75,000
                                   summary cost estimate for all items)

 Annual Maintenance & Support Costs (estimated)                                                           TBD


G. Measurable Benefits
                                 Decreased demand for heating, electricity and water; also, provide better measurement capabilities to improve energy management
    (if applicable)


I. Resource Requirements


                                                                                     2. How many additional FTE's are
  1. Is this a New Need?           YES          X                                                                                           BUSINESS              TBD
                                                                                        required to support this Initiative?

      (CHECK ONE)                  NO                                                                                                            IT               TBD


J. Risks (High-Level)
                               Risk Rating          Summary comments (optional)

       Governance               Low Risk                (Describe any key risk known at this time)



          People                Low Risk                (Describe any key risk known at this time)



        Technology              Low Risk                (Describe any key risk known at this time)


K. Dependencies (if any)         Installation of data collection equipment in building boiler rooms (part of current CHAS implementation)



L. Next Steps                    Complete preliminary analysis (this sheet), develop formal business case and present to IT Governance Committee.




                                                                                                      2                                                                                   11/30/2007
        New York City Housing Authority                                                  IT INITIATIVE SUMMARY                                                        2007 IT Strategic Plan Update




A. Initiative Name/Title:         Automate and Streamline Tenancy Actions/Processes



                                  Develop a technical solution to help automate and streamline tenancy actions and procedures (e.g., non-verifiable income, rent delinquency, evictions etc.):
                                  + Reduce use of paper and manual work processes
                                  + Evaluate options to provide downloads to NYCHA’s Case Law Management System (CLMS), so as to provide an enterprise view of any
                                    case (multiple views) and enhance legal counsel’s responsiveness
B. Brief Description:             + Consider implementing a shared database with interfaces to multiple external entities, including Social Services, NYPD and the AG's office
                                  + Need to adopt a solution that can be used as a paradigm for other related technology improvement applications (work flow) – e.g., asset
                                    management
                                  + Provide automated reports of adverse tenancy decisions to Housing Applications
                                  + Solution must be flexible to address different legal cases




C. Current Status                         Conceptual (No Business Case)               Status Comments:


                                                                                                                 Mildred Velez, Administrator, ATAD and Desiree
D. Executive Sponsor                      Ricardo Morales, Law Department             E. Project
                                                                                                                 Miller, Chief, Tenant Admin. Hearings Div., Law
   and Department:                          Robert Podmore, Operations                   Manager
                                                                                                                                       Dept.

                                                                                                          Detail (provide brief explanation)
                                                                                      May help reduce case load and help maximize the total number of rental units available for rent-paying
F. Qualitative Objectives                       X    Generate Revenue
                                                                                      clients

(CHECK ALL THAT APPLY)                                                                Automating tenancy actions/procedures may reduce administrative costs by simplifying document
                                                X    Reduce Costs
                                                                                      handling and workflow

                                                     Improve Customer
                                                X                                     Supports more effective/efficient processing of tenancy actions
                                                     Service

                                                     Enhance Operational
                                                X                                     Streamlining tenancy actions/procedures may simplify document handling and workflow
                                                     Efficiency


                                                     Other                            (Provide brief explanation if box at left is checked)


H. Estimated Costs:

 Initial/One-Time Costs (estimated):                         Amount                                       Detail (provide brief explanation)
   1. Planning / Business
                                                     $                    75,000      Develop formal business case
      Case Development

   2. Hardware                                                            TBD         (Provide brief explanation if estimated cost is entered for this line)

   3. Software                                                            TBD         (Provide brief explanation if estimated cost is entered for this line)

   4. Professional Services                                               TBD         (Provide brief explanation if estimated cost is entered for this line)

   5. Other                                                               TBD         (Provide brief explanation if estimated cost is entered for this line)

                                   (Enter total of Lines 1-5 above, or provide
 Total One-Time Costs                                                                $                  75,000
                                     summary cost estimate for all items)

 Annual Maintenance & Support Costs (estimated)                                                         TBD


G. Measurable Benefits
                                  To Be Determined.
    (if applicable)


I. Resource Requirements


                                                                                    2. How many additional FTE's are
 1. Is this a New Need?            YES                                                                                                  BUSINESS           TBD
                                                                                       required to support this Initiative?

      (CHECK ONE)                   NO          X                                                                                             IT           TBD


J. Risks (High-Level)
                               Risk Rating          Summary comments (optional)
                                  Select
       Governance                                    Not enough detail known about scope of proposed initiative to assess risks
                                   One

                                  Select
          People                                     Not enough detail known about scope of proposed initiative to assess risks
                                   One

                                  Select
       Technology                                    Not enough detail known about scope of proposed initiative to assess risks
                                   One

K. Dependencies
                                  None
   (if any)



L. Next Steps                     Complete preliminary analysis (this sheet), develop formal business case and present to IT Governance Committee




                                                                                                    3                                                                                   11/30/2007
        New York City Housing Authority                                                       IT INITIATIVE SUMMARY                                                       2007 IT Strategic Plan Update




A. Initiative Name/Title:         Upgrade Legal CLMS


                                  Mitratech plans to suspend maintenance and support for the Law Department's current version of its Case Law Management System (CLMS). In response,
B. Brief Description:
                                  the Law Department plans to upgrade/migrate to Mitratech’s current TeamConnect solution.


C. Current Status                         Conceptual (No Business Case)                   Status Comments:           (Optional)



D. Executive Sponsor                                                                      E. Project
                                          Ricardo Morales, Law Department                                                                   TBD
   and Department:                                                                           Manager

                                                                                                              Detail (provide brief explanation)

F. Qualitative Objectives                                Generate Revenue                 (Provide brief explanation if box at left is checked)

(CHECK ALL THAT APPLY)                                                                    The cost to maintain an unsupported CLMS application will continue to grow over time. Upgrading to a
                                                X        Reduce Costs
                                                                                          current version of Mitratech's CLMS product will mitigate this risk.

                                                         Improve Customer
                                                                                          (Provide brief explanation if box at left is checked)
                                                         Service

                                                         Enhance Operational              Improved functionality in the new CLMS will support more effective case management and improved
                                                X        Efficiency                       service to NYCHA customers, stakeholders/partners.


                                                         Other                            (Provide brief explanation if box at left is checked)


H. Estimated Costs:

 Initial/One-Time Costs (estimated):                             Amount                                       Detail (provide brief explanation)

   1. Planning / Business                                                                 Develop business case to detail the scope, of work and define the costs, benefits and risks associated
                                                     $                      50,000
      Case Development                                                                    with this software upgrade

   2. Hardware                                                                            (Provide brief explanation if estimated cost is entered for this line)

   3. Software                                                              TBD           Acquire licenses for Mitratech's TeamConnect CLMS Suite

   4. Professional Services                                                 TBD           Acquire professional services to implement the upgrade (if required)

   5. Other                                          $                            -       (Provide brief explanation if estimated cost is entered for this line)

                                   (Enter total of Lines 1-5 above, or provide
 Total One-Time Costs                                                                                      TBD
                                     summary cost estimate for all items)

 Annual Maintenance & Support Costs (estimated)


G. Measurable Benefits
                                  Reduced annual cost for maintaining and supporting Legal's CLMS
    (if applicable)


I. Resource Requirements


 1. Is this a New Need?            YES          X                                       2. How many additional FTE's are                     BUSINESS              TBD
                                                                                           required to support this Initiative?
      (CHECK ONE)                   NO                                                                                                            IT               TBD


J. Risks (High-Level)
                               Risk Rating          Summary comments (optional)

       Governance                Low Risk                (Describe any key risk known at this time)


                                 Medium
          People                                         Possible resistance or difficulty in learning how to use the new CLMS product.
                                  Risk


       Technology                Low Risk                NYCHA is using this technology in other locations already


K. Dependencies
                                  None
   (if any)



L. Next Steps                     Complete preliminary analysis (this sheet) and develop formal Business Case and submit to the IT Governance Committee for review and approval




                                                                                                                                                                                           11/30/2007
                                                                                                          4
       New York City Housing Authority                                                   IT INITIATIVE SUMMARY                                                       2007 IT Strategic Plan Update




A. Initiative Name/Title:        Legal E-Discovery


                                 Automate document management and workflow for NYCHA's legal case work, possibly using existing licenses for FileNet or Oracle DMS solution, or via
B. Brief Description:
                                 some other enterprise content management system. NYCHA may be able to leverage related DoITT initiative(s) in the City’s Enterprise IT Strategy.



C. Current Status                        Conceptual (No Business Case)                Status Comments:           Implementation of this project is response to regulatory mandate



D. Executive Sponsor                                                                  E. Project
                                         Ricardo Morales, Law Department                                                                TBD
   and Department:                                                                       Manager

                                                                                                          Detail (provide brief explanation)

F. Qualitative Objectives                            Generate Revenue                 (Provide brief explanation if box at left is checked)

(CHECK ALL THAT APPLY)                                                                1. Improved document management capabilities can reduce cost of filing NYCHA legal
                                                                                         documentation
                                               X     Reduce Costs
                                                                                      2. Cost savings from improved workflow and sharing of files within NYCHA, as well as
                                                                                         with external parties

                                                     Improve Customer
                                                                                      (Provide brief explanation if box at left is checked)
                                                     Service


                                                     Enhance Operational              Better management of legal documentation via improved document management - more efficient and
                                               X
                                                     Efficiency                       effective filing


                                                     Other                            (Provide brief explanation if box at left is checked)


H. Estimated Costs:

    Initial/One-Time Costs (estimated):                      Amount                                       Detail (provide brief explanation)

   1. Planning / Business                                                             Develop formal Business Case to define problem, develop conceptual solution, identify system
                                                    $                   75,000
      Case Development                                                                requirements and quantify costs/benefits

   2. Hardware                                      $                           -     (Provide brief explanation if estimated cost is entered for this line)

   3. Software                                      $                           -     (Provide brief explanation if estimated cost is entered for this line)

                                                                                      Vendor services to determine requirements, configure existing Oracle/Markview S/W, test, deploy and
   4. Professional Services                                              TBD
                                                                                      train

   5. Other                                         $                           -     (Provide brief explanation if estimated cost is entered for this line)

                                  (Enter total of Lines 1-5 above, or provide
 Total One-Time Costs                                                                $                  75,000
                                    summary cost estimate for all items)

 Annual Maintenance & Support Costs (estimated)                                      $                       -


G. Measurable Benefits
                                 Lower cost of maintaining legal case files (reduced copying and paper costs, misfiling costs)
    (if applicable)


I. Resource Requirements


                                                                                    2. How many additional FTE's are
1. Is this a New Need?            YES          X                                                                                          BUSINESS             TBD
                                                                                       required to support this Initiative?

      (CHECK ONE)                  NO                                                                                                          IT              TBD


J. Risks (High-Level)
                              Risk Rating          Summary comments (optional)
                                 Medium              Moderate governance risks if NYCHA involves other external agencies in designing/developing and maintaining the solution (e.g., Citywide
       Governance
                                  Risk               enterprise content management)

                                 Medium
          People                                     Training staff to adapt to new business processes and technology
                                  Risk


        Technology              Low Risk             (Describe any key risk known at this time)



K. Dependencies (if any)         May be dependent on formal adoption of a City wide strategy for deploying enterprise content management.



L. Next Steps                    Complete preliminary analysis (this sheet), develop formal Business Case and submit to IT Governance Committee




                                                                                                                                                                                      11/30/2007
                                                                                                    5
       New York City Housing Authority                                                   IT INITIATIVE SUMMARY                                                      2007 IT Strategic Plan Update




A. Initiative Name/Title:        Expansion of Oracle Property Manager for Community Operations


                                 Provide the necessary financial reporting and auditing mechanisms to support enterprise management of facility booking and rental of community center
B. Brief Description:
                                 facilities in NYCHA buildings by residents and other third parties.


C. Current Status                        Conceptual (No Business Case)               Status Comments:            (Optional)



D. Executive Sponsor                                                                 E. Project                    Maggie Moats, Deputy Director, Admin. &
                                    Hugh Spence, Community Operations
   and Department:                                                                      Manager                             Citywide Programs


                                                                                                        Detail (provide brief explanation)

F. Qualitative Objectives                     X    Generate Revenue                  Revenue collection from resident and third party use of NYCHA facilities

(CHECK ALL THAT APPLY)
                                                   Reduce Costs                      (Provide brief explanation if box at left is checked)


                                                   Improve Customer
                                              X                                      Makes it easier and more transparent in booking and paying for facilities.
                                                   Service


                                                   Enhance Operational               Improves enterprise management of facility rentals, including enhanced analysis and reporting
                                              X
                                                   Efficiency                        capabilities


                                                   Other                             (Provide brief explanation if box at left is checked)


H. Estimated Costs:


 Initial/One-Time Costs (estimated):                        Amount                                      Detail (provide brief explanation)

   1. Planning / Business
                                                   $                   75,000        Conduct requirements analysis
      Case Development

   2. Hardware                                     $                            -    (Provide brief explanation if estimated cost is entered for this line)

   3. Software                                     $                            -    May be able to leverage functionality available in NYCHA's Oracle Financials system.


   4. Professional Services                        $                            -    (Provide brief explanation if estimated cost is entered for this line)

   5. Other                                        $                            -    (Provide brief explanation if estimated cost is entered for this line)

                                  (Enter total of Lines 1-5 above, or provide
 Total One-Time Costs                                                                $                75,000
                                    summary cost estimate for all items)

 Annual Maintenance & Support Costs (estimated)                                     $                       -


G. Measurable Benefits
                                 Increased revenue
    (if applicable)


I. Resource Requirements


                                                                                    2. How many additional FTE's are
 1. Is this a New Need?           YES         X                                        required to support this Initiative?
                                                                                                                                       BUSINESS           TBD
      (CHECK ONE)
                                   NO                                                                                                        IT           TBD


J. Risks (High-Level)
                              Risk Rating         Summary comments (optional)

       Governance               Low Risk           (Describe any key risk known at this time)


                                                   Should not be an issue as it relies on NYCHA staff based at facilities, however there could be potential resistance to a centralized
          People               High Risk           approach if it is assumed this approach results in the revenue beginning collected and disbursed centrally (i.e. loose local control over the
                                                   money collected)


       Technology               Low Risk           (Describe any key risk known at this time)



K. Dependencies (if any)         (Describe any known dependencies or contingencies associated with this Initiative)



L. Next Steps                    Complete preliminary analysis (this sheet) and conduct requirements analysis




                                                                                                  6                                                                                 11/30/2007
        New York City Housing Authority                                                      IT INITIATIVE SUMMARY                                                                2007 IT Strategic Plan Update




A. Initiative Name/Title:         Full Deployment of Storeroom Initiative


                                  There are over 250 development storerooms that are responsible for planning, ordering and controlling the material and supply needs of NYCHA's developments.
                                  The 2003 implementation of the Oracle Inventory module did not extend to the development level. As such, the receipt, issuance and maintenance of materials are
                                  manual processes.
                                  The Development Storeroom Initiative involves the implementation of the Oracle Inventory module at the development level. In addition to automating, integrating
B. Brief Description:
                                  and streamlining development level material planning, ordering and contolling processes, this implementation will allow for the introduction of supply chain processes
                                  such as cycle counting and establishment of minimum and maximum material levels.
                                  In Phase I of the Pilot Initiative the top 25 inventory items at 3 developments were identified, tracked and replenished on a weekly basis. This provided visibility into
                                  inventory in the field and enabled automatic inventory replenishment based on historic usage.


                                                                                                                            in July 2006 the initial 3 pilot sites were implemented. A 4th site was brought on-
                                                                                                                            line in July 2007. 15 additional sites (5 in each Manhattan, Brooklyn and the
C. Current Status                           Conceptual (No Business Case)                       Status Comments:
                                                                                                                            Bronx) were rolled out in September and October 2007. 3 sites in Staten Island
                                                                                                                            are scheduled for implementation by November 30.



D. Executive Sponsor                                                                            E. Project
                                             Natalie Rivers, Administration                                                       David Chew, Deputy Director, SCO
   and Department:                                                                                 Manager

                                                                                                                    Detail (provide brief explanation)

F. Qualitative Objectives                            Generate Revenue                           (Provide brief explanation if box at left is checked)

(CHECK ALL THAT APPLY)
                                                                                                Through Phase 1 of the Pilot Program we have experienced a 91% decrease in funds invested in
                                               X     Reduce Costs
                                                                                                inventory.


                                               X     Improve Customer Service                   The establishment of min/max material levels reduces the possibility of out of stock conditions.


                                                     Enhance Operational                        Automation has streamlined and standardized order and inventory processes; eliminated manual
                                               X
                                                     Efficiency                                 processes and therefore reduced errors.


                                                     Other                                      (Provide brief explanation if box at left is checked)


H. Estimated Costs:

 Initial/One-Time Costs (estimated):                            Amount                                              Detail (provide brief explanation)
   1. Planning / Business                                                                       Develop formal Business Case based on pilot program results. Need to refine conceptual solution, identify
                                                   $                           75,000
      Case Development                                                                          system requirements and quantify costs/benefits.

   2. Hardware                                     $                          216,000           60 developments x $3,600 per development


   3. Software                                                                  TBD             Part of Oracle financials (Property Manager module)

   4. Professional Services                                                     TBD             (Provide brief explanation if estimated cost is entered for this line)

   5. Other                                                                     TBD             (Provide brief explanation if estimated cost is entered for this line)

                                 (Enter total of Lines 1-5 above, or provide summary
 Total One-Time Costs                                                                       $                  291,000
                                               cost estimate for all items)

 Annual Maintenance & Support Costs (estimated)                                             $                   27,600


G. Measurable Benefits            established key performance indicators for Phase 1 of the Pilot Program demonstrate: average backorders of 4.4/week; order fill rate of 87%; inventory accuracy of
    (if applicable)               100%; reduction in spend over 11 month period - 91%


I. Resource Requirements


                                                                                           2. How many additional FTE's are
 1. Is this a New Need?            YES         X                                                                                                    BUSINESS             TBD
                                                                                              required to support this Initiative?

       (CHECK ONE)                  NO                                                                                                                   IT              TBD


J. Risks (High-Level)
                               Risk Rating         Summary comments (optional)
                                   Select
       Governance                                    Not enough information about the potential solution is known to ascertain risks
                                    One

                                  Medium
          People
                                   Risk


        Technology               Low Risk            Should be very low based on success of pilot programs


K. Dependencies
                                  To Be Determined.
   (if any)



L. Next Steps                     complete Phase 2 of the pilot program and conduct cost benefit analysis; conduct storeroom rationalization process




                                                                                                           7                                                                                        11/30/2007
       New York City Housing Authority                                                     IT INITIATIVE SUMMARY                                                  2007 IT Strategic Plan Update




A. Initiative Name/Title:        Change Order and Payment Processing


                                 Use automated document management, workflow and project management tools to help manage and track capital project change order and payment
B. Brief Description:
                                 processes


C. Current Status                        Conceptual (No Business Case)                  Status Comments:           (Optional)



D. Executive Sponsor                                                                    E. Project
                                           Louis Rueda, Capital Projects                                                                 TBD
   and Department:                                                                         Manager

                                                                                                           Detail (provide brief explanation)

F. Qualitative Objectives                            Generate Revenue                   (Provide brief explanation if box at left is checked)

(CHECK ALL THAT APPLY)                                                                  Some contractors are reluctant to bid on NYCHA work due to historic problems collecting payment or
                                               X     Reduce Costs                       processing change orders. If NYCHA could improve these payment processes, competition would
                                                                                        increase and construction costs may fall.

                                                     Improve Customer                   Shortening the time to process a change order will help expedite property improvements that benefit
                                               X
                                                     Service                            NYCHA residents


                                                     Enhance Operational                Improvements in Capital Projects' ability to analyze and detect problems processing payments or
                                               X
                                                     Efficiency                         approving change orders will effectively reduce NYCHA's cost of operations in this area


                                                     Other                              (Provide brief explanation if box at left is checked)


H. Estimated Costs:

    Initial/One-Time Costs (estimated):                       Amount                                       Detail (provide brief explanation)

   1. Planning/ Business                                                                Develop formal Business Case to define problem, develop conceptual solution, identify system
                                                    $                      75,000
      Case Development                                                                  requirements and quantify costs/benefits

   2. Hardware                                      $                            -      TBD

   3. Software                                      $                            -      TBD

   4. Professional Services                         $                            -      TBD

   5. Other                                         $                            -      (Provide brief explanation if estimated cost is entered for this line)

                                   (Enter total of Lines 1-5 above, or provide
 Total One-Time Costs                                                                  $                 75,000
                                     summary cost estimate for all items)

 Annual Maintenance & Support Costs (estimated)                                        $                       -


G. Measurable Benefits
                                 May be difficult to quantify benefits
    (if applicable)


I. Resource Requirements


                                                                                      2. How many additional FTE's are
  1. Is this a New Need?           YES         X                                                                                         BUSINESS           TBD
                                                                                         required to support this Initiative?
       (CHECK ONE)
                                   NO                                                                                                           IT          TBD


J. Risks (High-Level)
                               Risk Rating         Summary comments (optional)
                                  Select
       Governance                                    Insufficient detail about the proposed solution strategy is available to assess risks
                                   One

                                  Select
          People                                     Insufficient detail about the proposed solution strategy is available to assess risks
                                   One

                                  Select
        Technology                                   Insufficient detail about the proposed solution strategy is available to assess risks
                                   One


K. Dependencies (if any)         (Describe any known dependencies or contingencies associated with this Initiative)



L. Next Steps                    Complete preliminary analysis (this sheet), develop formal Business Case and submit to IT Governance Committee




                                                                                                                                                                                   11/30/2007
                                                                                                     8
       New York City Housing Authority                                                   IT INITIATIVE SUMMARY                                                      2007 IT Strategic Plan Update



A. Initiative Name/Title:        Upgrade Capital Projects Primavera Software


                                 Primavera is suspending maintenance and support for NYCHA's current version of program/project management (PPM) software. In response, Capital Projects
B. Brief Description:
                                 plans to upgrade/migrate to Primavera's current PPM solution.


C. Current Status                        Conceptual (No Business Case)               Status Comments:



D. Executive Sponsor                                                                 E. Project
                                          Louis Rueda, Capital Projects                                           Barry Stabile, Deputy Director, Administration
   and Department:                                                                      Manager

                                                                                                          Detail (provide brief explanation)

F. Qualitative Objectives                           Generate Revenue

(CHECK ALL THAT APPLY)                                                               The cost to maintain an unsupported PPMS application will continue to grow over time. Upgrading to a
                                              X     Reduce Costs
                                                                                     current version of Primavera's PPMS product will mitigate this risk.

                                                    Improve Customer
                                                                                     (Provide brief explanation if box at left is checked)
                                                    Service

                                                    Enhance Operational              Improved functionality in the new PPMS may support more effective program/project management and
                                              X
                                                    Efficiency                       speedier delivery of NYCHA's capital projects.


                                                    Other                            (Provide brief explanation if box at left is checked)


H. Estimated Costs:

 Initial/One-Time Costs (estimated):                         Amount                                       Detail (provide brief explanation)
   1. Planning / Business
                                                                                     (Provide brief explanation if estimated cost is entered for this line)
      Case Development

   2. Hardware                                                                       (Provide brief explanation if estimated cost is entered for this line)

   3. Software                                                            TBD        Acquire licenses for Primavera's current program/project management software

   4. Professional Services                                               TBD        Acquire professional services to implement the upgrade (if required)

   5. Other                                        $                            -    (Provide brief explanation if estimated cost is entered for this line)

                                  (Enter total of Lines 1-5 above, or provide
 Total One-Time Costs                                                                $                50,000
                                    summary cost estimate for all items)

 Annual Maintenance & Support Costs (estimated)                                                       TBD


G. Measurable Benefits
                                 To Be Determined.
    (if applicable)


I. Resource Requirements


                                                                                    2. How many additional FTE's are
 1. Is this a New Need?           YES                                                                                                        BUSINESS         TBD
                                                                                       required to support this Initiative?

      (CHECK ONE)                  NO         X                                                                                                 IT            TBD


J. Risks (High-Level)
                              Risk Rating         Summary comments (optional)

       Governance               Low Risk            Governnace risk should not change with this proposed upgrade


          People                Low Risk            Should be low assuming new Primavera software does not require significant change management and training


                                 Select
       Technology                                   Not enough detail known about proposed upgrade to assess technology risks
                                  One

K. Dependencies
                                 None
   (if any)



L. Next Steps                    Complete preliminary analysis (this sheet), develop formal business case and present to IT Governance Committee




                                                                                                  9                                                                                   11/30/2007
        New York City Housing Authority                                                   IT INITIATIVE SUMMARY                                                         2007 IT Strategic Plan Update




A. Initiative Name/Title:         Development Department Management Tools


                                  Set of tools to better manage Development Department activities – may include:
                                  * Project management (tracking) tool to plan and monitor development cycle
B. Brief Description:
                                  * Asset management tool to capture and manage real estate property data (financial, land use, location)
                                  * GIS: demographics, city base maps, link to asset management



C. Current Status                         Conceptual (No Business Case)               Status Comments:           (Optional)



D. Executive Sponsor                                                                  E. Project
                                            Ilene Popkin, Development                                                    Katherine Gray, Deputy Director
   and Department:                                                                       Manager


                                                                                                          Detail (provide brief explanation)
                                                                                      Improved potential for revenue generation if cycle time for developing property can be
F. Qualitative Objectives                      X     Generate Revenue
                                                                                      managed/shortened

(CHECK ALL THAT APPLY)
                                                     Reduce Costs                     (Provide brief explanation if box at left is checked)


                                                     Improve Customer
                                               X                                      Ultimately, these tools will help accelerate the process for creating more housing units
                                                     Service


                                                     Enhance Operational
                                               X                                      Improved capacity to plan and monitor the progress of multiple development projects
                                                     Efficiency


                                                     Other                            (Provide brief explanation if box at left is checked)


H. Estimated Costs:

 Initial/One-Time Costs (estimated):                         Amount                                       Detail (provide brief explanation)

   1. Planning / Business                                                             Develop formal Business Case to define problem, develop conceptual solution, identify system
                                                                         TBD
      Case Development                                                                requirements and quantify costs/benefits.

   2. Hardware                                                           TBD          (Provide brief explanation if estimated cost is entered for this line)

                                                                                      May be able to leverage existing NYCHA licenses for Movaris, Markview, Primavera or Oracle (content
   3. Software                                                           TBD
                                                                                      management functionality)

   4. Professional Services                                              TBD          (Provide brief explanation if estimated cost is entered for this line)

   5. Other                                                              TBD          (Provide brief explanation if estimated cost is entered for this line)

                                   (Enter total of Lines 1-5 above, or provide
 Total One-Time Costs                                                                                  TBD
                                     summary cost estimate for all items)

 Annual Maintenance & Support Costs (estimated)                                                        TBD


G. Measurable Benefits
                                  Revenue growth attributable to accelerated property development schedules
    (if applicable)


I. Resource Requirements


 1. Is this a New Need?            YES         X                                    2. How many additional FTE's are                     BUSINESS              TBD
                                                                                       required to support this Initiative?
      (CHECK ONE)                   NO                                                                                                        IT               TBD


J. Risks (High-Level)
                               Risk Rating         Summary comments (optional)
                                  Select
       Governance                                    Not enough information about the potential solution is known to ascertain risks
                                   One

                                  Select
          People                                     Not enough information about the potential solution is known to ascertain risks
                                   One

                                  Select
       Technology                                    Not enough information about the potential solution is known to ascertain risks
                                   One

K. Dependencies
                                  None
   (if any)



L. Next Steps                     Complete preliminary analysis (this sheet), develop formal business case and present to IT Governance Committee




                                                                                                                                                                                         11/30/2007
                                                                                                     10
       New York City Housing Authority                                               IT INITIATIVE SUMMARY                                                         2001 IT Strategic Plan Update



A. Initiative Name/Title:        Residential Rent Collection


                                 New billing, collection and reporting system that can provide residents with a breakdown of what they owe - including detailed charges for rent, repairs,
B. Brief Description:
                                 parking, etc. Also provides analytics and more effective information to minimize arrears and collections.



C. Current Status                        Conceptual (No Business Case)              Status Comments:           (Optional)



D. Executive Sponsor                           Felix Lam, Finance                   E. Project
                                                                                                                                      TBD
   and Department:                          R. Podmore, Operations                     Manager

                                                                                                        Detail (provide brief explanation)

F. Qualitative Objectives                       X    Generate Revenue               Enables improved collections processes

(CHECK ALL THAT APPLY)
                                                     Reduce Costs                   (Provide brief explanation if box at left is checked)


                                                                                    Providing better information to Operations field staff will enhance the overall customer experience. Also, a
                                                     Improve Customer
                                                X                                   customer-facing web portal component of this solution will enable residents to obtain/view rent details at
                                                     Service
                                                                                    any time.

                                                                                    Today billing, collection and reporting is currently managed via an antiquated blue-screen AS400 system.
                                                     Enhance Operational            Unable to analyze rent data to determine how much each resident owes and what the breakdown includes
                                                X
                                                     Efficiency                     (rent, repairs, parking) – note this does not support GL requirements. Note also that it is not expected that
                                                                                    this will be addressed in the CRM solution.


                                                     Other                          (Provide brief explanation if box at left is checked)


H. Estimated Costs:


    Initial/One-Time Costs (estimated):                      Amount                                     Detail (provide brief explanation)
   1. Planning / Business
                                                    $                      -        (Provide brief explanation if estimated cost is entered for this line)
      Case Development

   2. Hardware                                      $                      -        (Provide brief explanation if estimated cost is entered for this line)

   3. Software                                      $                      -        Rent collection was originally proposed as part of the initial Oracle ERP deployment.

   4. Professional Services                         $                      -        (Provide brief explanation if estimated cost is entered for this line)

   5. Other                                         $                      -        (Provide brief explanation if estimated cost is entered for this line)
                                 (Enter total of Lines 1-5 above, or provide
 Total One-Time Costs             order of magnitude cost estimate for all                           TBD
                                                    items)
 Annual Maintenance & Support Costs (estimated)                                                      TBD


G. Measurable Benefits
                                 Increased revenue and higher percentage of rent collected -- better management of arrears and collections.
    (if applicable)


I. Resource Requirements


                                                                                   2. How many additional FTE's are
  1. Is this a New Need?           YES          X                                                                                       BUSINESS             TBD
                                                                                      required to support this Initiative?
      (CHECK ONE)
                                   NO                                                                                                        IT              TBD


J. Risks (High-Level)
                               Risk Rating          Summary comments (optional)

       Governance               Low Risk             No major issues anticipated


                                 Medium
          People                                     Moderate training and change management will be required
                                  Risk


        Technology              Low Risk             NYCHA is already on the Oracle platform



K. Dependencies (if any)         (Describe any known dependencies or contingencies associated with this Initiative)



L. Next Steps                    Complete preliminary analysis (this sheet), develop formal business case and present to IT Governance Committee




                                                                                                11                                                                                   11/30/2007
       New York City Housing Authority                                                   IT INITIATIVE SUMMARY                                                    2007 IT Strategic Plan Update



A. Initiative Name/Title:        Revenue Portfolio Management


B. Brief Description:            Provide information system/tools to support financial tracking/reporting and auditing related to proposed revenue generation activities



C. Current Status                    Conceptual (No Business Case)                 Status Comments:            May not be enough information yet to prepare a business case



D. Executive Sponsor                                                               E. Project                             Rico Velez, Deputy Director
                                            Felix Lam, Finance
   and Department:                                                                    Manager                          Revenue & Business Development


                                                                                                         Detail (provide brief explanation)
                                                                                   Support revenue collection from a number of potential sources, including:
                                                                                   1. Vending machines at NYCHA facilities
F. Qualitative Objectives                    X     Generate Revenue                2. Rental of excess parking spaces
                                                                                   3. Using NYCHA property assets as marketing/advertising media
                                                                                   4. ATM placement, basketball court rental and other similar options

(CHECK ALL THAT APPLY)
                                                   Reduce Costs                    (Provide brief explanation if box at left is checked)


                                                   Improve Customer
                                                                                   (Provide brief explanation if box at left is checked)
                                                   Service

                                                   Enhance Operational
                                                                                   (Provide brief explanation if box at left is checked)
                                                   Efficiency


                                                   Other                           (Provide brief explanation if box at left is checked)


H. Estimated Costs:

    Initial/One-Time Costs (estimated):                    Amount                                        Detail (provide brief explanation)
   1. Planning / Business
                                                  $                        -       Develop Business Plan to define needs, justify investment and quantify benefits
      Case Development

   2. Hardware                                    $                        -       (Provide brief explanation if estimated cost is entered for this line)

   3. Software                                    $                        -       TBD

   4. Professional Services                       $                        -       (Provide brief explanation if estimated cost is entered for this line)

   5. Other                                       $                        -       (Provide brief explanation if estimated cost is entered for this line)

                                (Enter total of Lines 1-5 above, or provide
 Total One-Time Costs                                                             $                       -
                                  summary cost estimate for all items)

 Annual Maintenance & Support Costs (estimated)                                   $                       -


G. Measurable Benefits
                                 Increased revenue
    (if applicable)


I. Resource Requirements


                                                                                 2. How many additional FTE's
 1. Is this a New Need?           YES        X                                                                                             BUSINESS         TBD
                                                                                    are required to support this Initiative?
      (CHECK ONE)
                                   NO                                                                                                          IT           TBD


J. Risks (High-Level)
                              Risk Rating        Summary comments (optional)

                                 Select
       Governance                                  Insufficient detail available today to assess potential risks
                                  One

                                 Select
          People                                   Insufficient detail available today to assess potential risks
                                  One

                                 Select
       Technology                                  Insufficient detail available today to assess potential risks
                                  One


K. Dependencies (if any)         (Describe any known dependencies or contingencies associated with this Initiative)



L. Next Steps                    Complete preliminary analysis (this sheet) and develop Business Plan to provide detail required to clarify IT needs




                                                                                                   12                                                                               11/30/2007
       New York City Housing Authority                                               IT INITIATIVE SUMMARY                                                     2007 IT Strategic Plan Update



A. Initiative Name/Title:       Phase II of NICE


                                Phase II of NYCE initiative includes:
                                + Support of rent collection (for improved collections, etc.)
                                + Support for recertification of tenancy
B. Brief Description:
                                + Administration and management capabilities
                                + Tenant data system which matchs tenant requests with work tickets
                                + Linkage with Oracle /legal case tracking system



C. Current Status                      Conceptual (No Business Case)                Status Comments:           Phase 1 budgeted and deployment planning in progress.



D. Executive Sponsor                                                                E. Project
                                        Robert Podmore, Operations                                                           Robert Podmore
   and Department:                                                                     Manager


                                                                                                      Detail (provide brief explanation)
                                                                                    Expect to increase revenue through improved collection of rent, including collecting fees for other
F. Qualitative Objectives                   X      Generate Revenue
                                                                                    ancillary services (e.g. parking, etc.)

(CHECK ALL THAT APPLY)
                                            X      Reduce Costs                     Expect to reduce operations cost by improved operational efficiency.


                                                   Improve Customer
                                                                                    (Provide brief explanation if box at left is checked)
                                                   Service

                                                   Enhance Operational
                                            X                                       Improved linkage and coordination between different operating, administrative, legal functions.
                                                   Efficiency


                                                   Other                            (Provide brief explanation if box at left is checked)


H. Estimated Costs:

 Initial/One-Time Costs (estimated):                       Amount                                     Detail (provide brief explanation)
                                                                                    Develop formal Business Case based on results from Phase I rollout and deployment. Need to refine
   1. Planning / Business
                                                                       TBD          conceptual solution, identify system requirements and quantify specific incremental costs/benefits for
      Case Development
                                                                                    Phase II.

   2. Hardware                                                         TBD          (Provide brief explanation if estimated cost is entered for this line)


   3. Software                                                         TBD          Expansion of Phase I implementation.

   4. Professional Services                                            TBD          Assume would require outside assistance for a successful implementation.

   5. Other                                                            TBD          (Provide brief explanation if estimated cost is entered for this line)

                                 (Enter total of Lines 1-5 above, or provide
 Total One-Time Costs                                                                                 TBD
                                   summary cost estimate for all items)

 Annual Maintenance & Support Costs (estimated)                                                       TBD


G. Measurable Benefits
                                To Be Determined.
    (if applicable)


I. Resource Requirements



                                                                                  2. How many additional FTE's are
 1. Is this a New Need?          YES                                                                                               BUSINESS           TBD
                                                                                     required to support this Initiative?

      (CHECK ONE)                 NO        X                                                                                           IT            TBD


J. Risks (High-Level)
                              Risk Rating       Summary comments (optional)
                                Select
       Governance                                  Not enough information about the potential solution is known to ascertain risks
                                 One

                                Select
          People                                   Not enough information about the potential solution is known to ascertain risks
                                 One


       Technology              Low Risk            Not enough information about requirement known to ascertain risks, however should be low assuming a successful Phase I NYCE.


K. Dependencies
                                Success of Phase I. Assume automation of other groups functions is required to realize some of the cost savings and efficiencies.
   (if any)



L. Next Steps                   Complete preliminary analysis (this sheet), develop formal business case and present to IT Governance Committee



                                                                                                 13                                                                               11/30/2007
        New York City Housing Authority                                                       IT INITIATIVE SUMMARY                                                         2007 IT Strategic Plan Update




A. Initiative Name/Title:         Smart Building Technology Initiatives



                                  Expansion of Smart Buildings technology includes:
                                  + Voltage monitoring
                                  + Electronic locks
                                  + Monitoring outdoor/street lighting
B. Brief Description:             + Leverage of other initiatives to deploy Smart Building technologies, such as CHAS and other energy related technologies
                                  + Other future deployments of Smart building technologies - To Be Determined
                                  Note: a common theme of the Smart Building technologies is that they improve the building related services delivered to tenants while also reducing costs
                                  of maintaining and operating buildings. Additionally, Smart Building technologies provides a platform and approach to support other potential initiatives
                                  targeted in the future as well as having the potential to enable buildings to be centrally monitored so as to improve services and reduce costs.



C. Current Status                         Conceptual (No Business Case)              Status Comments:            (Optional)



D. Executive Sponsor                                                                 E. Project
                                           Robert Podmore, Operations                                                            Robert Podmore
   and Department:                                                                      Manager


                                                                                                         Detail (provide brief explanation)

F. Qualitative Objectives                             Generate Revenue               (Provide brief explanation if box at left is checked)

(CHECK ALL THAT APPLY)
                                                 X    Reduce Costs                   Expect to reduce maintenance costs in certain areas (e.g. elevators).


                                                                                     Electronic locks enable tenants to improve the security of their buildings. Deploying technology such as
                                                      Improve Customer
                                                 X                                   voltage monitoring improves tenant service and also reduces costs as it helps prevent elevator outages (or
                                                      Service
                                                                                     enables NYCHA to recover repair costs from the electrical utility).


                                                      Enhance Operational
                                                                                     (Provide brief explanation if box at left is checked)
                                                      Efficiency


                                                      Other                          (Provide brief explanation if box at left is checked)


H. Estimated Costs:

 Initial/One-Time Costs (estimated):                          Amount                                     Detail (provide brief explanation)

   1. Planning / Business                                                            Develop formal Business Case to define specific problem, develop conceptual solution, identify system
                                                                        TBD
      Case Development                                                               requirements and quantify costs/benefits

   2. Hardware                                                          TBD          (Provide brief explanation if estimated cost is entered for this line)

   3. Software                                                          TBD          TBD

   4. Professional Services                                             TBD          (Provide brief explanation if estimated cost is entered for this line)

                                                                                     Requires deployment and operation of non-IT related hardware (e.g. voltage monitoring equipment,
   5. Other                                                             TBD
                                                                                     magnetic locks on entry doors, etc.)

                                  (Enter total of Lines 1-5 above, or provide
 Total One-Time Costs                                                                                 TBD
                                    summary cost estimate for all items)

 Annual Maintenance & Support Costs (estimated)                                                       TBD


G. Measurable Benefits
                                  To Be Determined.
    (if applicable)


I. Resource Requirements


                                                                                   2. How many additional FTE's are
 1. Is this a New Need?            YES                                                                                                   BUSINESS             TBD
                                                                                      required to support this Initiative?

       (CHECK ONE)                  NO           X                                                                                            IT              TBD


J. Risks (High-Level)
                               Risk Rating           Summary comments (optional)
                                   Select
       Governance                                     Not enough information about the potential solution is known to ascertain risks
                                    One

                                   Select
          People                                      Not enough information about the potential solution is known to ascertain risks
                                    One

                                   Select
        Technology                                    Not enough information about the potential solution is known to ascertain risks
                                    One

K. Dependencies
                                  To Be Determined
   (if any)



L. Next Steps                     Complete preliminary analysis (this sheet), develop formal business case and present to IT Governance Committee.



                                                                                                         14                                                                                  11/30/2007
       New York City Housing Authority                                                   IT INITIATIVE SUMMARY                                                        2007 IT Strategic Plan Update




A. Initiative Name/Title:        Automate/Streamline Purchasing Processes



                                 Implement sourcing module within Oracle financials to help streamline purchasing (including external vendor interface). Develop a unified database for
                                 managing the preparation of solicitations, and tracking and reporting on the status of those in process. Project would also include a contract management
B. Brief Description:
                                 system to record contractor performance, monitor milestones, funding levels, insurance status, etc. The Comptrollers Office recently cited NYCHA for the
                                 disparate, unsupported computer systems currently being used to manage Operating contracts.



C. Current Status                    Conceptual (No Business Case)                 Status Comments:



D. Executive Sponsor                                                               E. Project
                                         Natalie Rivers, Administration                                                              TBD
   and Department:                                                                    Manager

                                                                                                        Detail (provide brief explanation)

F. Qualitative Objectives                            Generate Revenue              (Provide brief explanation if box at left is checked)

(CHECK ALL THAT APPLY)                                                             Streamlining the procurement process would result in fewer people-hours needed to create bids; would
                                               X     Reduce Costs
                                                                                   also lead to a reduction in associated staffing levels.

                                                     Improve Customer              Customer service will improve by reducing the incidence of service interruptions due to contracts being
                                               X     Service                       off-line.


                                                     Enhance Operational
                                               X     Efficiency
                                                                                   Via elimination of redundancies and lack of integration.



                                                     Other                         (Provide brief explanation if box at left is checked)


H. Estimated Costs:

    Initial/One-Time Costs (estimated):                      Amount                                     Detail (provide brief explanation)
   1. Planning / Business
                                                    $                 75,000       (Provide brief explanation if estimated cost is entered for this line)
      Case Development

   2. Hardware                                      $                      -       TBD

                                                                                   $365K for Phase 1 (Sourcing) and $275K for Phase 2 (Contracts) - both totals include first full year of
   3. Software                                      $                640,000
                                                                                   software maintenance/support


   4. Professional Services                         $              1,050,000       $500K for Phase 1 (Sourcing) and $550K for Phase 2 (Contracts)


   5. Other                                         $                120,000       Training ($60K for each Phase)

                                (Enter total of Lines 1-5 above, or provide                                      NOTE: Cost estimates cited above were developed in 2005 and may need to
 Total One-Time Costs                                                             $             1,885,000
                                  summary cost estimate for all items)                                           be reviewed and updated

 Annual Maintenance & Support Costs (estimated)                                   $                        -


                                 1. Reduce procurement Processing times by 20% in the first year.
G. Measurable Benefits           2. Reduce manual tracking of procurements by 100% in the first year.
    (if applicable)              3. Reduce use of unsupported databases to track procurement by 100% in the first year.
                                 4. Reduce use of unsupported databases to track contracts by 100% in the second year.


I. Resource Requirements


                                                                                 2. How many additional FTE's are
 1. Is this a New Need?           YES          X                                                                                      BUSINESS
                                                                                    required to support this Initiative?

      (CHECK ONE)                  NO                                                                                                      IT


J. Risks (High-Level)
                              Risk Rating          Summary comments (optional)
                                 Select
       Governance
                                  One


          People                Low Risk             Buying staff already familiar with Oracle. Moderate training and change management required


       Technology               Low Risk             NYCHA is already on the Oracle platform.



K. Dependencies (if any)         (Describe any known dependencies or contingencies associated with this Initiative)



                                 Decide if no additional is action required until the business planning for the revenue generating initiatives are further along or decide to plan proactively in
L. Next Steps                    advance of specific requirements (can leverage revenue management associated with the Vending Machine initiative). Complete preliminary analysis (this
                                 sheet) and develop business case if DGM wishes to proceed further with this initiative

                                                                                                   15                                                                                 11/30/2007
        New York City Housing Authority                                                      IT INITIATIVE SUMMARY                                                           2007 IT Strategic Plan Update




A. Initiative Name/Title:         Executive Information System (EIS) - Phase II


                                  In determining the proposed solution the EIS management team considered multiple options and recommended the following solution:

                                  + Technical Upgrade. Upgrade Oracle Warehouse Builder to OWB10.2 and implement the new file transfer utility available in OWB 10.2 (replacing shell
                                  scripts used for file handling, to improve maintainability of the software).
B. Brief Description:             + Expand EIS Indicators
                                  + Expand the User base, by training additional NYCHA users (such as managers and superintendents) on the EIS application. An increase of 235 users is
                                  estimated, for a total of 400 users.
                                  + Conduct a Proof of Concept on Oracle DBI Modules
                                  + Conduct a GIS Pilot to demonstrate that data can be mapped/analyzed from a geographic perspective to see if issues are concentrated.


C. Current Status                         Conceptual (No Business Case)              Status Comments:           Phase 1 budgeted and deployment in progress.



D. Executive Sponsor                 Michell Pinnock, Policy, Planning and           E. Project                    Celeste Glenn, Director, Research & Mgmt
   and Department:                           Management Analysis                        Manager                                 Analysis Dept.

                                                                                                         Detail (provide brief explanation)

F. Qualitative Objectives                            Generate Revenue

(CHECK ALL THAT APPLY)
                                                X    Reduce Costs                    May indirectly reduce costs by providing management with better performance reporting


                                                     Improve Customer
                                                                                     (Provide brief explanation if box at left is checked)
                                                     Service

                                                     Enhance Operational             May indirectly help improve operational efficiency by providing management with better performance
                                                X
                                                     Efficiency                      reporting


                                                     Other                           (Provide brief explanation if box at left is checked)


H. Estimated Costs:

 Initial/One-Time Costs (estimated):                         Amount                                      Detail (provide brief explanation)
   1. Planning / Business
                                                                          TBD        Finalize/update business case
      Case Development

   2. Hardware                                      $                  21,700        H/W for GIS Pilot


   3. Software                                      $                 192,100        $102.5K for Oracle S/W and $41K for ESRI (GIS) S/W


                                                                                     $166.1K for OWB10 Upgrade; $4,320K for New/Enhanced Indicators; $683.3K for GIS Pilot; $97.1K for
   4. Professional Services                         $               5,512,800
                                                                                     DBI Proof of Concept; $260.8K for Expanding User Base

   5. Other                                         $               1,473,900        25 percent contingency + $30.8K miscellaneous additional H/W and S/W costs

                                  (Enter total of Lines 1-5 above, or provide
 Total One-Time Costs                                                               $             7,200,500
                                    summary cost estimate for all items)

 Annual Maintenance & Support Costs (estimated)                                                       TBD




                                  1. Reduce the manual production of reports/data from APTS by 50 percent. This will be measured by surveying staff who spend time producing those reports.
                                  We will survey that staff before and after the new EIS capabilities are rolled out about the time they spend preparing APTS reports.
G. Measurable Benefits
                                  2. Decrease by 80% the time devoted to gathering data for specific external reports and redeploy that time to Data Analysis. This will be measured by
    (if applicable)
                                  surveying DGMS and their staff who prepare these external reports, both before and after the implementation of EIS functionality to replace those reports.
                                  3. Improve the ability to manage by exception for 90% of EIS users. This will be measured by surveys following the completion of EIS training.




I. Resource Requirements


                                                                                   2. How many additional FTE's are
 1. Is this a New Need?            YES                                                                                                   BUSINESS       TBD
                                                                                      required to support this Initiative?

       (CHECK ONE)                  NO          X                                                                                            IT         TBD


J. Risks (High-Level)
                               Risk Rating          Summary comments (optional)

        Governance              Low Risk             Should be low assuming a successful Phase I EIS


          People                Low Risk             Should be low assuming a successful Phase I EIS


        Technology              Low Risk             Should be low assuming a successful Phase I EIS


K. Dependencies
                                  Success of Phase I. Assume automation of other groups functions is required to realize some of the cost savings and efficiencies.
   (if any)


L. Next Steps                     Finalize business case and present to IT Governance Committee




                                                                                                         16                                                                                    11/30/2007
        New York City Housing Authority                                                  IT INITIATIVE SUMMARY                                                           2007 IT Strategic Plan Update



A. Initiative Name/Title:         Streamlined Section 8 Verification Process


                                  Integration with external agency systems to automate/streamline process for conducting required Section 8 verifications:
                                  + DHS (Immigration records) via interface
                                  + HUD Enterprise Identification Verification (EIV) System – interface with lookup table, rather logon to access system
B. Brief Description:             + HRA (e.g., TANFF and other public assistance)
                                  + DOB (e.g., Certificates of Occupancy)
                                  + HPD (e.g., Housing Code)
                                  + Others



C. Current Status                         Conceptual (No Business Case)               Status Comments:



D. Executive Sponsor                               Greg Kern,                         E. Project
                                                                                                                                        TBD
   and Department:                        HUD Section 8, Leased Housing                  Manager

                                                                                                           Detail (provide brief explanation)

F. Qualitative Objectives                      X    Generate Revenue                  Helps validate the ability to pay rent for potential residents; also helps leverage federal funds

(CHECK ALL THAT APPLY)
                                               X    Reduce Costs                      Less paperwork


                                                    Improve Customer
                                               X                                      Provides for streamlined evaluation services
                                                    Service


                                                                                      Most application verifications today involve manual queries to external agencies, or log-on to web
                                                    Enhance Operational
                                               X                                      interfaces to agency systems - a time-consuming, labor intensive process. By providing direct access to
                                                    Efficiency
                                                                                      external agency systems, NYCHA can conduct verifications more efficiently and effectively.



                                                    Other                             (Provide brief explanation if box at left is checked)


H. Estimated Costs:

 Initial/One-Time Costs (estimated):                         Amount                                        Detail (provide brief explanation)

   1. Planning / Business                                                             Develop formal Business Case to define problem, develop conceptual solution, identify system
                                                    $                     75,000
      Case Development                                                                requirements and quantify costs/benefits.

   2. Hardware                                                            TBD         (Provide brief explanation if estimated cost is entered for this line)


   3. Software                                                            TBD         Expansion of Phase I implementation.

   4. Professional Services                                               TBD         Assume would require outside assistance for a successful implementation.

   5. Other                                                               TBD         (Provide brief explanation if estimated cost is entered for this line)

                                   (Enter total of Lines 1-5 above, or provide
 Total One-Time Costs                                                                                    TBD
                                     summary cost estimate for all items)

 Annual Maintenance & Support Costs (estimated)                                                          TBD


G. Measurable Benefits
                                  To Be Determined.
    (if applicable)


I. Resource Requirements


                                                                                    2. How many additional FTE's are
 1. Is this a New Need?            YES         X                                                                                          BUSINESS             TBD
                                                                                       required to support this Initiative?

      (CHECK ONE)                   NO                                                                                                         IT              TBD


J. Risks (High-Level)
                               Risk Rating         Summary comments (optional)

       Governance               High Risk           Implementing this Initiative would require MOA's or other similar agreements to access systems owned by agencies external to NYCHA.



          People                 Low Risk


                                 Medium             Technical solution required to support this Initiative would probably involve a Service Oriented Architecture (SOA) approach to integrate
       Technology
                                  Risk              disparate external agency systems.

K. Dependencies
   (if any)


L. Next Steps                     Complete preliminary analysis (this sheet), develop formal business case and present to IT Governance Committee




                                                                                                    17                                                                                     11/30/2007
        New York City Housing Authority                                                 IT INITIATIVE SUMMARY                                                       2007 IT Strategic Plan Update



A. Initiative Name/Title:       NYCHA Enterprise Architecture Framework Enhancement through Business Functional Requirement Automation



                                NYCHA Enterprise Architecture Framework Enhancement through Business Functional Requirement Automation is a Business and IT initiative that directly
B. Brief Description:           contributes to the following objectives: Reducing Costs, Improving Customer Service and Enhancing Operational efficiency through direct solution architecture
                                delivery and support.



C. Current Status                      Conceptual (No Business Case)                 Status Comments:           (Optional)



D. Executive Sponsor                          Avi Duvdevani                          E. Project                                  William Betz
   and Department:               DGM for Information Technology and CIO                 Manager                      Chief Enterprise Technology Architect


                                                                                                         Detail (provide brief explanation)

F. Qualitative Objectives                         Generate Revenue                   (Provide brief explanation if box at left is checked)

(CHECK ALL THAT APPLY)
                                                  Reduce Costs                       (Provide brief explanation if box at left is checked)


                                                  Improve Customer
                                                                                     (Provide brief explanation if box at left is checked)
                                                  Service

                                                  Enhance Operational
                                                                                     (Provide brief explanation if box at left is checked)
                                                  Efficiency


                                                                                     NYCHA Enterprise Architecture Framework Enhancement through Business Functional Requirement
                                                                                     Automation is a Business and IT initiative that directly supports the following above objectives: Reduce
                                                                                     Costs, Improve Customer Service and Enhance Ops efficiency through direct solution architecture support
                                            x     Other                              in ensuring solution delivery of functional requirements is accounted for and traceable to the actual
                                                                                     business processes they support. This initiative is part of the larger NYCHA Enterprise Architecture
                                                                                     "Zachman Lite" Framework Automation Initiative which is a long range strategic plan of the NYCHA IT
                                                                                     Enterprise Architecture Office.


H. Estimated Costs:

 Initial/One-Time Costs (estimated):                       Amount                                        Detail (provide brief explanation)
   1. Planning / Business
                                                                       TBD           (Provide brief explanation if estimated cost is entered for this line)
      Case Development

   2. Hardware                                                         TBD           (Provide brief explanation if estimated cost is entered for this line)

                                                                                     Telelogic DOORS - Enterprise Requirement Management Software to integrate with our existing
   3. Software                                   $                     40,000
                                                                                     Enterprise Architecture Software of "Telelogic System Architect".

   4. Professional Services                      $                     30,000        Professional Consulting and Training for Telelogic DOORS Enterprise Requirement Management


   5. Other                                                            TBD           (Provide brief explanation if estimated cost is entered for this line)


                                 (Enter total of Lines 1-5 above, or provide
 Total One-Time Costs                                                               $                70,000
                                   summary cost estimate for all items)

 Annual Maintenance & Support Costs (estimated)                                     $                 7,050


G. Measurable Benefits
                                Direct tangible architecture, design and solution support
    (if applicable)


I. Resource Requirements


                                                                                   2. How many additional FTE's are
  1. Is this a New Need?         YES        X                                         required to support this Initiative?
                                                                                                                                         BUSINESS             TBD


      (CHECK ONE)                NO                                                                                                           IT              TBD


J. Risks (High-Level)
                              Risk Rating       Summary comments (optional)

       Governance              Low Risk           (Describe any key risk known at this time)


          People               Low Risk           (Describe any key risk known at this time)


       Technology              Low Risk           (Describe any key risk known at this time)


                                NYCHA RPM/CRM (NICE) Statement of Work tasks IBM with assisting NYCHA IT with populating the NICE Functional Requirements into the Telelogic
K. Dependencies (if any)
                                DOORS Software Database.



L. Next Steps                   Complete preliminary analysis (this sheet), present EA Framework Enhancement Strategic Plan to IT Senior Management

                                                                                                     1                                                                               11/30/2007
                        NYCHA IT Strategic Plan: Volume 1 – Appendix 2
                                                       December 2007




Appendix 2—NYCHA EAO ARB Organizational
Chart