Information Technology Executive Steering Committee

1. Information TechnologyExecutive Steering Committee January 13, 2013

2. Executive Summary • We’re continue to collect IT performance metrics and measures; the next phase is to establish targets and benchmark against our industry. • We’re making good progress on the capital projects for which we received funding back in October. • IT’s project portfolio consists of over 70 Projects, including several multi-million dollar projects. • We are rolling out the Mobile Device Management (MDM) solution to IT. We (IT and Finance) are actively working with Departments heads to review their users and review impacts of MDM on their departments. • The IT Department is generally performing well, but there are a couple of areas of concern that can be improved upon.

3. Agenda • Accomplishments since Oct 2013 • IT Performance Measures • IT Project Update • IT Benchmarking Analysis • County Technology Assets Analysis We’ll only skim the surface regarding these issues today. I would like to schedule periodic meetings with each of you to discuss some of these topics in more detail…

4. IT Accomplishments

5. Accomplishments & Milestones since Oct 2013 • Deployed Wanted Vehicles system • Deployed a security patch for Parks & Recreation’s RecWare software (to prevent a hacker technique called “cross side scripting”) • Completed the 2013 Payment Card Industry (PCI) Self Assessment Questionnaires (SAQs) • Completed our first quarterly security scan • Upgraded all PowerBuilder applications to v12.5, which includes FamilyTracs, to provide Windows 7 compliance • Upgraded the Cognos reporting environment (used by the Department of Family Services) to v12.2.1 • Implemented the latest release of Unity into the Family Service's Cognos reporting environment • Completed the mainframe portion of the Assessor December roll close • Completed the yearly C-Track judge reassignments

6. Accomplishments & Milestones since Oct 2013 • Implemented a major upgrade to the Coroner's CME application, which included two internet-facing modules (Hospice and Outside Counties) to enhance the data entry capability. • Completed File 360 Upgraded to v7.2.1 • Completed Courtview Upgraded to v2.61.06 • Upgraded KRONOS databases to Oracle 11g (precursor to upgrading Kronos) • Increased storage capacity by 6TB to support (SQL*Server database farms, Exchange email, Assessor's CAMA and Assessor’s GRM application) • Increased storage capacity by 191TB to support (retired an old storage array, added capacity for normal growth, increases retention timeframe and reduce the need of physical tapes)

7. IT Performance Measures

8. IT Performance Measures(See Appendix E) • System Uptime • Customer Satisfaction • Incident Resolutions

9. Project Update

10. Project: LVJC Migration

11. Project Cisco UCM (VoIP) Upgrade

12. Windows 7 Project Status

13. ACES Update

14. BLITZ RFP Update

15. Internet Sharepoint Upgrade Update

16. DA Justware Proposal Update

17. Business License State Portal Update

18. IT Benchmarking

19. IT Benchmarking • As we’re all aware, benchmarking is a way to objectively compare the CC IT department’s performance to similar agencies across the country. • My long term goal is to be able to declare CC IT as “being in the top 10% of most effective, efficient government IT organizations”, and being able to support that statement with numbers and facts. • We will use benchmarking data from organizations like Gartner Research, the IT Process institute, Carnegie Mellon and Forrester Research.

20. IT Benchmarking (con’t)(See Appendix F) • Benchmark Caveats • These comparisons are meant to be just for central IT -- excluding ERP, Recorder’s IT, Justice Court’s IT, Building Department’s IT, etc. • Operating and Revenue figures exclude UMC, Metro and Department of Aviation • Benchmarked against Gartner 2013 Key IT Metrics data • Gartner state and local data demographics: 106 organizations, average budget $1.8B, average employee workforce 8,400 employees.

21. IT Asset Analysis Information Technology Executive Steering Committee

22. Asset Collection Challenges (see Appendix G) • SAP includes 514 reporting categories to classify an asset • Includes a “To Be Determined” category • Generally, IT assets are categorized under the reporting categories 1810-1860 • Includes a variety of descriptions including: mainframe, desktops, laptops, docking Stations, terminals, 8 network categories, 3 printer categories, plotters, scanners, image, magnetic card, barcode readers, uninterruptable power supply, and misc. computer. • SAP assets are not consistently categorized • Additional reporting categories outside the 1800 series duplicate printers, computers, faxes, projectors, copiers, etc.

23. Review SAP reporting categories • Delete duplicate reporting categories • Revise existing categories • Add new categories as required • Update existing SAP list • Revise “To Be Determined” reporting category with appropriate category • Normalize data or determine a data to begin standardization • In SAP create an additional automatic report designed to pull the appropriate reporting categories. Asset Collection Recommendations

24. Any questions?

26. Appendix EIT Performance Measures Information Technology Executive Steering Committee

27. Server Uptime Performance Measure Percentage Uptime for Critical Business Systems Target is 99.9%

28. Network Uptime Performance Measure Number of Network Outages Would like to collect 4 months of data to establish target numbers.

29. Service Desk Performance MeasureKPI – Satisfaction Survey ‘Overall Experience’ Our target score is 85%. ------------- 94% of respondents rated us good or excellent! Satisfaction Survey Question “How satisfied are you with your overall service experience? (1=not at all, 6=completely)”; 9/1/13 thru 12/31/13.

30. Service Desk Performance MeasureIT Priority 1-2-3 Incident Tickets Over the past 12 months, the Service Desk has averaged 860 new service tickets each month. It is reasonable to target closing 90% of those within 30 days and 95% within 60 days.

31. Service Desk Performance MeasureKPI – Satisfaction Survey ‘Overall Experience’ The current target for number of tickets open after 30 days is 86. The current target for number of tickets open after 60 days is 43.

32. Appendix FIT Benchmarks Information Technology Executive Steering Committee

33. IT budget as a percentage of operating budget • State and local average 3.6%; Clark County IT 3.6% FY 13 CC operating budget is $1.2B; FY13 CC IT operating budget is $44M

34. IT Spending per Employee • State and Local average: $7,060; Clark County $5,770 Clark County employee FTE count is 7,626; IT budget $44M Source: Finance Dept.

35. IT FTEs as a Percent of Employees • State and Local average: 3.6%; Clark County: 1.9% IT FTE Count = 150 Source: SAP

36. Service Desk Benchmarks Gartner average is 64.7% Clark County averages less than 40% We are well below the industry average (not good)

37. IT Service Desk Cost as a Percent of IT Cost IT Cost is $44M Service Desk Cost is $2M SD Cost is 4.5%

38. The Value of Change Management Last six months - 1047 changes – 99% success rateplaces us the “top performing” tier of private and public companies. Source: The IT Process Institute Study Performance Ranking (www.itpi.org).

40. Appendix GTechnology Asset Analysis Information Technology Executive Steering Committee

41. Acquisition Value • Technology Assets in SAP • Desktops • Laptops • Tablets • Monitors • Faxes • Printers • Scanners • Infrastructure • Network • Software

42. CCIT Acquisition Value • Network includes Radios, Microwave, and Telecom • Printers includes Plotters

43. NCCIT Acquisition Value • Scanners include microfilm • Printers include plotters • Network includes radios