HomeMy WebLinkAboutFCS-13-176 - Corporate Technology Strategic Plan Updated Report
REPORT TO:
Planning and Strategic Initiatives Committee
DATE OF MEETING:
November 25, 2013
SUBMITTED BY:
Dan Chapman, Deputy CAO, Finance and Corporate
Services, (519-741-2200 x7347)
PREPARED BY:
Dan Murray, Interim Director, Information Technology, (519-
741-2200 x7825)
WARD(S) INVOLVED:
N/A
DATE OF REPORT:
November 12, 2013
REPORT NO.:
FCS-13-176
SUBJECT: Corporate Technology Strategic Plan Update
RECOMMENDATION:
For information only
BACKGROUND:
On September 7, 2010, the Corporate Technology Strategic Plan titled "Plotting the Course to a
New Partnership" was presented to City Council. The plan identified the need for Information
Technology (IT) to move to a more "Business Centric Strategy", meaning that it will increasingly
help the City identify opportunities to be leveraged through technology.
The strategic plan identified the following five major recommendations:
Align IT division to support this new environment
Integrate technology into the business planning cycle
Implement a technology governance framework
Formally acknowledge the City’s enterprise systems
Consolidate technology funding/budgets
The strategic plan also suggested four longer term strategic areas of focus for technology
Mobile computing for staff on the move
Enhance customer service
Internal collaboration
Endorse, consolidate & leverage enterprise (core) systems and technology
Council approved the five recommendations and directed staff to review them as well as the
longer term strategic directions outlined in the report and develop an implementation plan. An
update was presented to Council on June 27, 2011 through staff report FCS-11-143 highlighting
the work completed and the plans to implement the remaining recommendations and strategic
directions.
The purpose of this report is to update Council on the progress of the main recommendations as
well as the work completed on each of the strategic directions.
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REPORT:
This report provides an update on the five main recommendations as well as the longer-term IT
strategic directions that were outlined in the Corporate Technology Strategic Plan.
The four strategic directions for technology were identified in the Corporate Technology
Strategic Plan and outline a long-term course of action that supports the achievement of
corporate strategy. Work completed to support these strategic directions are covered in Section
A – Corporate Technology Strategic Directions
The five recommendations speak to the change in how Information Technology operates, and
the processes and guidelines to support these changes. Work completed on these
recommendations are provided in Section B – Corporate Technology Strategic Plan
Recommendations
Section A - Corporate Technology Strategic Directions
In order to maximize technology and align with business directions and strategies, the following
four longer-term IT strategic directions were outlined in the Corporate Technology Strategic
Plan. These strategic directions were included in the departmental business plan to be
addressed between 2011 - 2014.
Mobile Working for Staff on the Move
1.) - improve efficiency and service levels by
broadening the use of mobile technology throughout city departments to make enterprise
applications available to staff in the field
Mobile computing offers significant opportunities to improve the efficiency of the City’s
existing processes and improve on customer service capabilities. Although four distinct
key strategies have been identified in the Corporate Technology Strategic Plan, those
four strategies do support and build upon each other.
The following graphic demonstrates the end-to-end workflow that can be achieved
through the integration of call center and e-services, customer relationship management
(CRM) systems, our existing enterprise systems and mobile technologies. The graphic
demonstrates how customer service delivery can be improved by:
1.) standardizing service channels to provide consistency to customers (phone, in-
person, web, mobile);
2.) leveraging a CRM application to manage customer interactions and service
requests;
3.) having those service requests feed directly into existing enterprise applications;
4.) dispatch work orders that can be deployed to front line service workers in the
field;
5.) receive real-time work order status requests from field workers;
6.) provide status updates to CRM system for customer updates
7.) customer notification of work completed through their chosen service channel.
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Figure 1.0 – A seamless customer service experience
Enhancing our mobile computing capabilities will prepare the organization to leverage
mobile computing opportunities and ultimately provide the following benefits to citizens
of Kitchener:
1.) Improved handling of citizen requests for service
Increasing the use of mobile technology will be required in order for the City to
establish the “closed loop” for two-way communications with citizens as illustrated in
Figure 1.0. This type of real-time service handling and two-way communication
presents numerous opportunities for service improvements in many service areas
such as bylaw enforcement, Kitchener Utilities, roads and park maintenance where
customers have an interest in follow-up communications on the status of their
requests.
2.) Faster response times for citizens
Providing mobile technology to front-line employees enables the City to reduce the
need for requests for service to be handled by multiple staff members before they
are acted upon in the field. This will increase response times for citizens. For
example, graffiti reporting is often reported via a phone call to the Corporate Contact
Centre, which is handled by a Customer Service Representative, entered into a work
management system, prioritized by a Supervisor and assigned via a crew meeting to
workers in the field. Using mobile technology, a resident could snap a picture of
graffiti using their smartphone and immediately submit it with location coordinates via
the City’s mobile application. An automated workflow could immediately route the
work request to the appropriate supervisor or directly to the crew, enabling a much
faster response.
3.) Improve efficiency and effectiveness through better use of data
Mobile technology will enable field workers to access better information in the field
(e.g., infrastructure drawings and maps, property data, customer history, service
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request details, etc.) and will also allow field workers to capture data while in the
field. This will improve the ability of field workers to diagnose issues quickly, make
better decisions and complete their work efficiently and effectively. Implementing
mobile technology ensures that workers are using the most current information when
undertaking repairs and maintenance. Mobile technology will also enable field
workers to capture data remotely, reducing the need for the information to be
handled twice, once in the field on paper and once in the office where it would
eventually be entered into an enterprise system. This would apply to many
maintenance and inspection activities, such as routine valve maintenance, fire
hydrant inspections, etc.
Implementing mobile technology represents a significant new service offering for the
Information Technology division and will have many facets, including:
Implementation of citizen-facing mobile applications to engage citizens and
improve the handling of requests for service
Increased use and management of mobile devices (tablets, mobile phones and
laptops)
Improved support for existing and new applications with a mobile interface,
including a Customer Relationship Management System
Development of a Bring-Your-Own-Device (BYOD) mobile device policy and
procedures
Strengthening technologies that can enable mobile computing
Mobile computing is seen by industry analysts as an innovation crest in end-user
computing in the same manner that personal computers, commercial software and the
Internet were in previous decades. This innovation is being fueled by significant mobile
device options and widespread availability of affordable cellular hi-speed Internet
access. Industry analysts recommend developing mobile computing capabilities so that
mobile technologies can be easily leveraged by the business as opportunities arise.
The need for a comprehensive strategy for the support of mobile computing technologies
was stressed in the Corporate Technology Strategic Plan:
“The strategy required here is a comprehensive approach to providing a mobile
platform which can be reusable, adaptable and appropriate for each group in the
field. The organization needs to understand and recognize that there are differing
requirements across the organization depending on the program and the system
involved. Developing a clear, consistent and manageable approach will be key.”
Throughout 2012 and the first half of 2013, a significant amount of research was
completed on mobile computing, the supporting technologies to manage and leverage
mobile computing, as well as an analysis of our current mobile computing capabilities.
That information became the basis for the development of the mobile computing
strategy.
The mobile computing strategy was developed and shared with key stakeholders across
the organization for their input. The finalized strategy was presented to both the
Infrastructure Services (INS) and Community Services (CSD) senior management teams
for review as the primary stakeholders for enhanced mobile computing. There was a
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very high level of support for the goals and objectives of the mobile computing strategy
among stakeholders.
The City of Kitchener provided mobile computing to building inspection staff many years
ago resulting in significant staff efficiencies and customer service improvements.
However, the mobile solution in place is simply not scalable as the mobile devices
cannot be managed or supported effectively using the existing support resources in
place at the City. Building inspection staff often has to wait until a senior technician is
available to troubleshoot their laptop issues as the laptop configuration is complex and
dependent on a number of underlying technologies to work properly. In order to develop
scalable mobile computing solutions that are easy to use and can be easily deployed
and supported by our IT Service Desk, we need to standardize the technology and
configurations being deployed. There are many business areas of the City that are very
eager to leverage mobile computing that are being held back by lack of resources to
deliver and support mobile computing.
In order to achieve the objectives outlined in the mobile computing strategy, dedicated
staff resources are required to both implement the services and to maintain them on a
continuing basis. Without these additional staff resources, significant core services will
not be properly established to support the growing demand of mobile computing
initiatives and future mobile computing projects will fail to meet their objectives. The
resources required to position the organization to deliver on the mobile computing
strategy have been put forward as a strategic initiative budget addition for the 2014
budget process.
The attached Mobile Computing Strategy Executive Summary provides an overview of
the goals and objectives of the strategy.
Enhance Customer Service
2. - improving the service provided by the City to its customers by
using technology to harmonize processes across departments and expand online services
This strategic direction is being addressed through the Corporate Customer Service
Strategy (CCSS) project. Information Technology staff are participating in all three
streams of this project: CRM analysis and direction; strengthening the Corporate Contact
Centre; and the prioritization of e-services.
Internal Collaboration
3. - to facilitate better communication between individuals and teams by
expanding the use of social and collaborative technologies within the organization
While work on this strategic direction was not contemplated until 2014, there has been
considerable foundational work completed. The new Cisco Voice-over-Internet-Protocol
(VoIP) telephone system provides a very flexible and capable foundation for
collaborative technologies. As the telephone system upgrade project is nearing
completion, we will be looking at how we can further leverage this system to provide
such collaborative social technologies such as:
Instant messaging (IM) and presence technologies
Web and video conferencing
Extending the office communications to mobile devices
Digital signage
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Also, with a corporate Intranet re-vamp planned, Information Technology will be working
with Communications staff to see how we can integrate such collaborative technologies
such as:
Online collaborative workspaces
Employee portals for secure remote access to internal systems such as the
intranet content and email
Endorse, Consolidate & Leverage Enterprise (Core) Applications and Technology
4.) -
simplify the technology environment and exploit existing investments by rationalizing
processes and standalone applications into the city's current enterprise systems where
appropriate
There are significant projects underway or completed in 2013 that directly support this
strategic direction such as:
CIS Replacement Project – the proposed replacement system is an SAP product that
will leverage our existing investment and allow the City to further develop staff
expertise in SAP products, develop systems for Business Intelligence reporting and
Mobile computing.
Corporate Customer Service Strategy – this project will provide a direction for
Customer Relationship Management (CRM) software at the City. Information
Technology staff are heavily involved to ensure that the technology approach for the
CRM software will integrate with our existing enterprise systems and leverage core
technologies.
PeopleSoft Review – A review of PeopleSoft was conducted in 2013 to assess
whether the City might consider moving from the PeopleSoft human resources
management system to a SAP solution. The results of the assessment determined
that the existing investment in PeopleSoft continues to offer significant value to the
City and that we should continue to invest in the further application of PeopleSoft for
our Human Resource Management System (HRMS) requirements.
IT Management has developed four main initiatives to promote further awareness of our
enterprise applications and technology systems to support this strategic direction
throughout the organization:
1. “Moving towards the Core” Concept
– this concept was developed out of the
concern that considering the consolidation of enterprise applications in isolation
of the supporting underlying technologies could result in poorly chosen
consolidation projects. The City has a very high degree of data integration
between existing enterprise systems that is uncommon in many municipalities.
By identifying our core technologies and ensuring that any new systems or
applications leverage these core technologies we will ensure that we maintain a
high level of data and systems integration. Developing core technology and
application roadmaps will promote “Moving to the Core”
2. Promotion of Core Technologies and Enterprise Application Training
– this
effort is intended to support the “Moving to the Core” concept by ensuring that
both IT staff and staff throughout the organization to better understand the
capabilities of both the City’s core technologies and the enterprise applications
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that we have in place. This would include the creation of training resources
explaining the capabilities of the software, how it is currently used at the City, and
what other potential uses may be.
3. Formalization of IT Solution Development Processes
- Create documented
processes for developing technology solutions to ensure that all Information
Technology sections who should be involved in solution development are at the
table. This will ensure that all possible alternatives are considered, all
integrations can be considered and that the solution will fully leverage our core
technologies.
4. Core Technologies Policy & Governance
– In order to support the “Moving to
the Core” concept, a policy and decision making framework will be developed to
help guide future technology decisions. New technology projects will be
reviewed to ensure they support the “Moving towards the Core” philosophy. The
IT Governance process will be used to support the enforcement of the policies.
Section B - Corporate Technology Strategic Plan Recommendations
1.) Align Information Technology division to support the new environment
The Corporate Technology Strategic Plan identified ten new staff positions over a period
of five years in order to support the objectives of the plan. In consideration of the limited
funding for new initiatives over the past number of years, Information Technology has re-
allocated existing staff complement to the extent possible to attempt to achieve the
objectives of the plan.
The outcomes of this work to date are as follows:
IT Projects and Projects section in Information Technology created in 2011
A dedicated manager established and recruited for IT Projects and Planning in
2012 (from existing positions).
A renewed mandate and vision established for this section developed in 2013
Work continues to define the both divisional and corporate processes that will
support and enhance the new mandate of this team.
While we have made significant progress on this recommendation, several of the
recommended distinct roles in the plan for the IT Projects and Planning section are
currently being performed by the Business Systems Project Manager. This impacts role
clarity and continues to limit the overall success of Information Technology in achieving
all the objectives of the plan. Information Technology will continue to look for
opportunities to develop this area further and provide the distinct roles that this
recommendation of the plan calls for.
2.) Integrate Technology Planning into the Business Planning Cycle
This recommendation has been supported by the corporate initiatives to improve the
processes for defining and approving corporate projects and divisional business plan
projects. The process to list and review the corporate projects for each fiscal year
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provide visibility to and establish priority for each corporate project being put forward.
The process also allows Information Technology to identify which projects are likely to
impact our staff resources.
There are still opportunities to better understand and identify staff resource requirements
for each proposed project and to acquire project portfolio management software to assist
in managing that information. Information Technology staff continue to work with staff
involved in these corporate initiatives to support this work.
3.) Implement a Technology Governance Framework
An overview of the proposed IT governance model was provided in the June 27, 2011
update provided to Council. The governance model was implemented in 2011 and has
been in effect since then. The IT governance model is shown below:
Figure 2.0 – City of Kitchener IT Governance Model
The IT governance process has created a corporate awareness of the projects that
Information Technology staff resources are being allocated to as well as visibility into the
financial costs of each project. The IT governance process has achieved the following:
New projects are scoped, vetted, prioritized and approved
A project report card has been developed to report on closed projects, projects
starting and projects that are in jeopardy of not being on-time or within budget.
Strategic IT initiatives are brought to the committee for review and approval
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The IT governance model put in place by the City of Kitchener has generated
considerable interest from other municipalities in Ontario. As a result of that interest, the
City of Kitchener hosted an IT Governance Forum at the Tannery Event Centre on June
22, 2012. Kitchener was also the recipient of a MISA Ontario award in June 2012 for
Excellence in Municipal Systems for our implementation of IT governance.
The IT governance processes continue to evolve as changes within the corporation and
within Information Technology occur. We continue to modify our processes as
corporate projects and departmental business planning processes are further enhanced
to ensure alignment with those initiatives. Staff resource planning for projects continues
to be an area of opportunity that work continues on to better predict our resource
capacity for new projects so that proper prioritization efforts can be ensured.
4.) Formally Acknowledge the City’s Enterprise Systems
The City’s enterprise systems were formally acknowledged in 2011 and presented to
Council in the update on June 27, 2011. Each corresponding steering committee
representative participates in the IT governance process to ensure balanced
participation and a voice at the table. Work continues to raise the overall awareness of
each of these enterprise applications within the organization. These efforts were
highlighted earlier in this report as this recommendation is mirrored in one of the four
longer term strategic directions as well.
5.) Consolidate Technology Funding/Budgets
This recommendation was examined in 2012 prior to the budget process for 2013.
There appeared to be minimal value in consolidating the remaining technology funding
budgets. The budgets that remain support the enterprise systems and are under the
control and accountability of the respective steering committees. There are a few
mitigating factors that supported this assessment:
All new technology projects, including financial impacts are being approved
through the IT governance process
All technology hardware and supporting software is being purchased by IT
PSAB3150 reporting requirements have forced the development of processes to
report on all new technology assets (hardware and software) across the
organization on an annual basis
At this time, we do not recommend pursuing this recommendation any further in light of
the above mitigating factors.
Next Steps
Staff will continue to work on the various initiatives identified in this report to support the
strategic directions of the Corporate Technology Strategic Plan.
The customer service initiatives will continue to be delivered through the Corporate Customer
Service Strategy corporate project and progress reported through that program of work.
Work will also begin on initiatives to deliver on the goals and objectives of the mobile computing
strategy as staff resources are available. The ability of IT staff to fulfill the full scope of work
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defined in the mobile computing strategy will be dependent on the outcomes of the 2014 budget
process.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Community Priority - Leadership and Community Engagement - With the use of technology, we
will work together to ensure that we support new initiatives that will enable the community to be
more engaged and active in decision making.
People Plan - A Culture of Accountability - through IT Governance, we will ensure that we are
working on the right projects, that have the largest impact on the City and its residents, and that
we monitor and measure how we are performing against the Strategic Plan.
Efficient and Effective Government -Technology investments support our work and ensure that
priorities and decision-making align with strategic goals and objectives.
FINANCIAL IMPLICATIONS:
None at this time.
A strategic initiative issue paper has been submitted for consideration in the 2014 budget
process in support of the mobile computing strategy goals and objectives.
COMMUNITY ENGAGEMENT:
INFORM – This report and accompanying documents is available on the City’s website to
promote and encourage citizen awareness.
CONSULT – Throughout the completion of various aspects of the work to support the Corporate
Technology Strategic Plan, Information Technology staff have consulted with other similar
municipalities through our personal contacts and associations to share best practices and
experiences. Communitech has also been consulted for feedback on the Mobile Computing
Strategy.
ACKNOWLEDGED BY: Dan Chapman, DCAO Finance and Corporate Services
Attachments:
Appendix A – Executive Summary: Mobile Computing Strategy
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AppendixA
Corporation of the City of
Kitchener
Information Technology
EXECUTIVE SUMMARY
[MOBILE COMPUTING STRATEGY]
supports the technological infrastructure for many of our financial and operational services. With
increasing demands for real-time information, the city is looking to bolster the use of mobi
A Plan for Healthy Kitchener, 2011
2 - 11
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In 2010, the City of Kitchener hired Prior and Prior Associates Ltd. to a
Corporate Technology Strategic Plan. The resulting strategy highlighted the need for increased mobile
computing and field worker enablement solutions - the intent bei
help increase the operational efficiency of the city. This mob
the City of Kitchener needs to do to position itself to capitalize on the benefits that mobile co
and a mobilized workforce provides.
information technology group
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supports the technological
The need for a comprehensive mobile computing strategy
infrastructure for many of our
was identified in the Corporate Technology Strategic Plan
financial and operational services.
With increasing demands for real-
directions proposed in the plan.
time information, the city is looking
to bolster the use of mobile
The vision presented in the Corporate Technology
technology to help staff report on
Strategic Plan outlines improving customer service by
standardizing service channels, having those requests
feed into enterprise applications, and in turn create work
A Plan for Healthy Kitchener, 2011
orders that can be deployed to those in the field.
An Example of an End-to-End Workflow that Supports the Corporate Technology Strategic P
CRM creates work order in
Customer logs request
appropriate system based on
with Call Centre
defined workflows
Work order dispatched to field worker
Customer Service Agent
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Computing is increasingly becoming mobile. The unrelenting grow
devices and the capabilities of these devices are quickly changi
business. Industry pressures such as
the growth of social media and the
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consumerization of Information
Technology devices are driving new
Increased workforce productivity
realities such as Bring-Your-Own-
Increased operational efficiency
Device programs into corporate
Increased customer service
enterprise environments. As the
Improved and quicker decision making
next generation of knowledge
Improved communication and collaboration among
workers enters the workforce,
team members
expectations for mobile computing
Removal of redundant activities in business workflow
will push existing policies and
Decreased administrative time
capabilities.
Improved data acquisition and data quality
Increase employee satisfaction
Mobile computing provides a
number of well documented benefits
to business environments to allow more efficient and effective d
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In order for the City of Kitchener to meet its mobile computing
and will focus its efforts on four
primary goals:
PRIMARY GOALS DESCRIPTION
1.Establish Mobile Computing Development of mobile computing policies that must be
Policies and Programs met in both standard and non-standard mobile computing
implementations, improved acquisition processes and
assess Bring-Your-Own-Device programs for the City.
2.Implement Mobile Computing Develop standard mobile computing offerings that can be
Management Services and Stock deployed quickly to meet changing customer needs.
Mobile Computing Offerings Improve the processes to acquire, prepare, support and
decommission standard device offerings throughout the
device lifecycle.
3.Enhance Supporting Technologies Review the supporting technologies that will enable
that will Enable Mobile mobile computing, determine possible gaps and enhance
Computing with new technology where needed.
4.Establish Corporate Governance Development of required governance, funding models for
to Support Mobile Computing devices and infrastructure and staff resource
requirements.
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2 - 13
Goal 1 - Establish Mobile Computing Policies and Procedures
Objective 1: Develop Mobile Computing Policies
Mobile computing devices introduce new management challenges andrisks that do not
exist in the desktop computer environment. A comprehensive revi
must be done to ensure that the required risks are mitigated and
put the City at risk of data loss.
Objective 2: Develop Mobile Computing Device Acquisition Procedures
The existing mobile computing scenarios have been handled as spe these device
acquisition procedures are not efficient enough to handle increa
replacements. New procedures for mobile computing device approvals and ac
developed to remove the overhead that currently exists while ens
governance is in place.
Objective 3: Assess a Bring-Your-Own-Device (BYOD) program
Bring-Your-Own-Device (BYOD) programs are a rapidly being introduced into corpo around
the world. These programs allow staff to choose a mobile device that the
configured to access the corporate data environment. These programs are reported to improve
employee satisfaction, reduce overall costs to the organization
hands of more staff. These programs also introduce certain risk
policies and device management. It is becoming much easier to provision BYOD programs
advances in both the mobile devices and the management software.
assessment and consider the development of a BYOD program for st
Goal 2 - Implement Mobile Computing Management Services and Stoc
Objective 1: Improve Enterprise Management Services for Laptop a
Information Technology needs to build on the enterprise management services f
computers. There are a number of areas for improvement includin
laptop and tablet computer lifecycles; Develop corporate laptop
Standardize Laptop and Table PC Hardware; Develop standard Laptoand tablet PC build
procedures. The end goal of this body of work would be to provide the same l
laptops as the City currently does for desktop computers - well supported and rapidly deployed
laptop and tablet computers.
Objective 2: Establish Enterprise Mobility Management for Smartphone and Mobi
In order to bolster the use of mobile devices such as smartphone
workers, the City needs to develop an Enterprise Mobility Managediscipline in order to
properly manage an increased population of mobile devices. This
appropriate device lifecycles and policies, creating standard device configurations so that mobile
devices can be easily supported and rapidly deployed. This objective will also ensure that policies
and device management can be enforced through the use of a Mobil
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2 - 14
Goal 3 - Advance and Evolve Supporting Technologies that will En
Objective 1: Investigate Mobile Enterprise Application Platform for Smartphon
A Mobile Enterprise Application Platform (MEAP) provides a singutechnology platform from
which all mobile applications can interface with a complex corporate t
also provides application development tools that can be used to -platform mobile
applications. The City of Kitchener has adopted a buy-vs.-build approach with application
this approach may be valid within the mobile environment as well
capabilities alone of a MEAP may provide enough benefit to the City to consider an acquisition. The
City needs to assess what a Mobile Enterprise Application Platfo
value to the technology environment.
Objective 2: Examine Existing Network Access Options and Evaluate New Technology Offerings
Mobile Computing solutions can be deployed using a variety of ne-Fi
networks, cellular networks, Virtual Private Networks, mobile hotspots can all be used to del
required network connectivity to enable mobile computing. A review of network conn
options needs to be completed with a focus on factors such as en
reliability.
Objective 3: Review Application Delivery Options and Evaluate Ney Offerings
Mobile computing solutions often use Application Delivery techno
Desktops or Virtual Desktop Infrastructure (VDI) in order to delop applications out
to mobile devices in the field. The City needs to review the current technology in use and
investigate new options that could be used to deliver applicatio to meet this need and support the
increased mobile device usage in the field.
Objective 4: Examine Teleworking and Unified Communications Options
-over-Internet-Protocol (VoIP)
telephone system, a number of new options for teleworking and un
available. An investigation into these new options and assessmet of technologies that could
support the mobile computing strategy should be completed.
Goal 4 - Establish the Corporate Governance and Resources to Sup
Objective 1: Develop Mobile Computing Project Planning and ImplePractices
Mobile computing projects introduce a number of new challenges n
traditional technology projects. The City already has some posi
computing that can be drawn upon and future project successes should also be captured to develop
a mobile computing body of knowledge that can be leveraged for f
success rates for future projects.
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2 - 15
Objective 2: Develop Mobile Device Lifecycle Funding Models
In order to ensure that deployed mobile solutions can be properly maintained
lifecycles can be respected, a funding model must be developed t
funding to replace mobile devices on an ongoing basis in much thputer Reserve Fund
does for desktop computers.
Objective 3: Investigate and Implement Telecom Expense Managemen
As increased use of mobile computing is bolstered across the Cit
mobile telecommunications costs. Tracking, verifying and managing these costs on a month to
month basis can be an overwhelming task. In order to lessen the
using mobile solutions, staff processing payments and staff mana
telecommunication contracts, a Telecom Expense Management (TEM) system should be
investigated. These systems, usually managed by a third party p
provider, gather the billing information and then format the infe can
produce specialized reports off it. These reports can be emaile
track, verify and manage the costs in their own section.
Objective 4: Prioritization of Mobile Computing Initiatives
Governance processes will be used to prioritize and approve mobi
computing projects. There are further criteria and consideratio
effective prioritization of these projects to ensure that staff ned to the
most important and urgent projects for the corporation.
Objective 5: Establish Mobile Computing Infrastructure and Maint
In order to be able to properly support increased use of mobile -end
software systems, licensing costs and training required. These new sy
success of mobile computing and will be used to deploy, secure a
field. In order to provision and maintain these systems, fundi be established to cover the
costs to do so.
Objective 6: Add the Required Information Technology Staff Resou
In order to meet the demands of the organization for mobile comp
need to be added in order to support the work defined within this strategy. Specifically, the work to
significant amount of work effort that needs to be performed and then maintained. This need has
existed for some time but has not been made a priority due to competing pr
consumed IT staff resources. These resource requirements are highlighted below.
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2 - 16
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lans to bolster the use of mobile computing in the organization
support the efficient and effective government foundation of the
can only be realized if the required staff and material resource
success in mobile computing. There is significant work required
Technology department to be able to properly support the goals o
There is significant staff resourcing required to develop the la
processes. This is work that has been identified in the past th
competing priorities. This work needs to be an ongoing core service of Information Tec
While standardized builds of mobile devices will enable more eff
increased mobile devices will lead to higher support call volume
support.
In order to deliver on this aspect of the strategy, two permanen
Technology are required:
1 x Mobile Computing Infrastructure Support Specialist
1 x Mobile Computing Device Support Specialist
In order to assist with a high demand of pent-up mobile computin
project manager position be created.
1 x 3-year Contract Business Systems Project Manager
It is expected that once the initial mobile computing demand has
mobile computing body of knowledge are established that this pos
As the mobile applications industry matures, the City expects to
mobile application development. At this time, we do not see the
mobile applications, more staff resources will be required to me
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Aside from the anticipated staff resources, there will also be f
software, licensing, etc. The costs for the material resources
strategy are not completely known at this time as technology assessments will need to be made. St
will need to investigate the specific technology required and co
goal.
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