HomeMy WebLinkAboutMN-G&IMR-2006-08-28 GOVERNANCE AND INTERMUNICIPAL RELATIONS COMMITTEE PROCEEDINGS
Regular Meeting August 28, 2006 7:00 p.m.
PRESENT:
Chair Joel Zumoff
Alderpersons (2) Shane Seger, Mary Tomlan
OTHERS PRESENT:
City Attorney— Daniel Hoffman
Information Management Specialist - Cindie Day
Director of Information Technology— Duane Twardokus
EXCUSED:
Alderpersons Michelle Berry, David Gelinas
APPROVAL OF JULY 24, 2006 GOVERNANCE & INTERMUNICIPAL RELATIONS
COMMITTEE MEETING MINUTES:
By Alderperson Tomlan: Seconded by Alderperson Seger
RESOLVED, That the minutes of the July 24, 2006 Governance & Intermunicipal
Relations Committee meeting be approved as published.
Carried Unanimously
REPORT FROM THE INFORMATION TECHNOLOGY DEPARTMENT:
Director of Information Technology Duane Twardokus made a presentation of his
department's mission, duties, budget, staffing, and opportunities for the future. A
narrative of his report can be found at the end of the minutes.
ADDENDUM TO THE "BASE LEVEL SERVICES MEMORANDUM OF
UNDERSTANDING" DATED APRIL 21, 1998 BETWEEN THE CITY OF ITHACA AND
THE ITHACA DOWNTOWN BUSINESS IMPROVEMENT DISTRICT, INC.:
By Alderperson Tomlan: Seconded by Alderperson Seger
RESOLVED , That the Governance and Intermunicipal Relations Committee
recommend approval, by Common Council, of the following Addendum to the "Base
Level Services Memorandum of Understanding," dated April 21, 1998, between the City
of Ithaca and the Ithaca Downtown Business Improvement District, Inc:
ADDENDUM I
TO BASE LEVEL SERVICES MEMORANDUM OF UNDERSTANDING (4/21/98)
BETWEEN THE CITY OF ITHACA AND THE ITHACA DOWNTOWN BUSINESS
IMPROVEMENT DISTRICT, INC
[As proposed 8/23/06, following IDP/City negotiations]
WHEREAS, The City of Ithaca ("City") and the Ithaca Downtown Business Improvement
District, Inc., entered into a Base Level Services Memorandum of Understanding on
April 21, 1998, and
WHEREAS, said Memorandum of Understanding, along with certain other agreements
between the City and the Ithaca Downtown Business Improvement District, provided for
a basic level of services within the District, and
WHEREAS, more than seven years have passed since the signing of the 1998
Memorandum of Understanding and the allocation of services. and, in fact, the services
themselves have changed over the past seven years, and
WHEREAS, the City and the Ithaca Downtown Business Improvement District, through
its agency, the Ithaca Downtown Partnership ("IDP"), are desirous of revising the
allocation of services and reflecting the actual level of services provided in the District
by the parties by adding an addendum ("Addendum I") to the original Memorandum of
Understanding,
NOW THEREFORE, the City and the IDP agree that the afore-mentioned Memorandum
of Understanding shall be and is modified and supplemented as follows by this
Addendum:
1. 0 PUBLIC SAFETY
1.1.0 The City shall be responsible for:
1. Providing twenty-four (24) hour per day, seven-day per week coverage
of the District by at least one police officer.
2. Assigning police officers ("downtown officers")to District and
Commons duty. Every effort shall be made to select officers interested
in and committed to downtown policing.
3. Ensuring that downtown officers receive additional training pertaining
to Commons rules and regulations.
4. Ensuring that downtown officers are visible to the public as much as
practicable.
5. Ensuring that the Police Department regularly displays its hospitality
car(s) in the District.
6. Continuing to provide police officer presence at IDP sponsored special
events in the District. (See Section 1.2.3)
1.2.0 The IDP shall be responsible for:
1. Providing a monthly written report of issues, events and concerns to
the Chief and the downtown police officers.
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2. Providing weekly summary sheets detailing any incidents, issues,
encounters and/or calls from constituents from the IDP to the
downtown police team.
3. Providing non-professional security (i.e., by individuals who are not
sworn police officers) such as overnight watch security or extra
crossing guard assistance, if such assistance is needed for District
events.
1.3.0 The City and IDP together will:
1. Representatives from the downtown police officers and the IDP staff
shall meet on a monthly basis to identify possible key days and times
that may require expanded or reduced police presence.
2. Create a formal process for police officers to assist, cooperate with and
communicate regularly with IDP Ambassadors.
2.0 PUBLIC WORKS
2.1 Definition: The primary Commons consists of the extended public sidewalks and
structures in the public right-of-way in the 100 and 200 blocks of East State Street, and
the 100 block of North Tioga Street. The secondary Commons consists of the public
sidewalks and curb lawn areas in the 300 block of East State, the 100 block of West
State Street, the 100 block of North Aurora Street, the 100 block of South Cayuga
Street and the 100 block of North Cayuga Street.
2.2 The City shall be responsible for:
1. Litter Patrol: Conducting daily (seven-day a week) hand or broom
pick-up of the primary and secondary Commons. This includes hand
sweeping and pick-up of the Commons pavilions. The intent is that this
task shall be completed prior to 10:00 am each weekday and Saturday,
and prior to noon on Sunday.
2. Sidewalk sweeping: Conducting daily (seven-day a week) machine
cleaning service to pick up litter, dirt and debris in the public right-of-
way on the primary and secondary Commons. The intent is that this
task shall be completed prior to 10:00 am each weekday and Saturday,
and prior to noon on Sunday.
3. Trash Removal: Daily (seven-day a week) emptying of trash
receptacles on the primary and secondary Commons. City will work
with the IDP Ambassadors to designate locations for the drop-off of
trash and trash bags accumulated during Ambassador shifts.
4. Power Washing: Providing power washing of portions of the primary
Commons or other sidewalks and streets on the secondary Commons
at agreed upon intervals and as otherwise necessary, based on reports
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from IDP or City staff observations, but not less than once each month
from May 1 to October 31. Providing more frequent, regular power
washing of the Commons tree grove area during the summer and fall.
Providing the IDP Ambassadors with access to and use of City power
washing equipment as available.
5. Snow Removal: Providing for the timely removal of snow from the
primary Commons and from other downtown public spaces. Public
spaces are defined as public ways, other than ordinary sidewalks,
which are owned or leased by the City, or subject to City easement, for
general public movement. In addition, the City will plow snow from the
sidewalks of the secondary Commons during a snowfall event.
However, other than such initial plowing, snow and ice removal shall
be the responsibility solely of the property owners on the secondary
Commons, and nothing herein shall be construed to relieve said
property owners of their obligation to comply with any City rules and
regulations regarding snow removal. The City will provide for timely
removal of temporary snow piles as practicable and will work with the
IDP to determine the best places for temporary snow storage.
6. Special Events: Providing for trash removal during events from pre-
determined staging areas. Providing barricades as needed. Ensuring
that Commons electricity is operable and available for events.
7. Signage: Installing and/or repairing permanent public information signs
in the District (e.g. Commons entrance signs). Continuing to install
temporary event signs for the IDP on buildings and fixtures and clock
towers.
2.2.0 The IDP shall be responsible for:
1. Supplemental Litter: pick up of litter and trash at noon and mid-
afternoon in the District.
2. Planter Litter: Cleanup of litter from planters.
3. Placement of Trash: Working with Public Works Department on
placement of trash collected from the IDP supplemental program for
pick-up.
4. Emptying Trashcans: Providing for emptying of trashcans for IDP-
sponsored major festival events. Bags of collected trash will be
corralled at location(s) suitable to City.
5. Power Washing: Providing personnel to operate power-washing
equipment for periodic supplemental cleaning of primary and/or
secondary Commons locations as determined by the IDP. This shall
be in addition to the regular power washing normally undertaken by
City personnel (see 2.2.4).
3.0 PARKING GARAGES (Seneca, Green, and Cayuga)
3.1 The City (or its agent or assigned contractor) shall be responsible for the
following with regard to the Seneca, Green and Cayuga Street Parking Garages:
1. Stairwells and Elevators: City staff shall conduct daily early morning
cleaning, washing, and litter patrol of the garage stairwells and
elevators prior to the opening of business at 8:00 am.
2. Parking Decks: City staff shall patrol for litter and debris on a daily
basis.
3. Video Cameras: The City shall work toward installation of video
cameras as soon as practicable in Seneca and Green Garages, to
promote public security.
4. Rates and Hours of Operation: The City shall, to the greatest extent
possible, consider the economic needs of downtown businesses and
employees when setting parking rates and hours of operation.
5. Demand Utilization Planning: The City shall institute measures and
best management practices which will: (a) provide for flexible re-
assignment of monthly and short term parkers among the various
garages, consistent with demand utilization planning, and (b)foster
enhanced garage management and customer service.
6. Assignment of Parking Facility Management: The City may, at its
discretion, assign or contract with other entities/organizations to
manage and maintain any or all of its downtown parking facilities. (And
it is hereby acknowledged by the parties that the Cayuga Garage is on
land conveyed to the Ithaca Urban Renewal Agency, which has leased
the garage to a not-for-profit entity, which entity has contracted with a
private company to manage it, subject to a contract already in place.)
The City shall make every reasonable effort to ensure that the
standards and guidelines set forth in this section are incorporated into
any contracts with such other entities, subject to existing contractual
limitations.
4.0 GRAFFITI
4.1.0 The City shall be responsible for:
1. The timely removal of graffiti on public property, in accordance with the
City of Ithaca Municipal Code.
4.2.0 The IDP shall be responsible for:
1. Providing the City with periodic written reports of graffiti activity and
locations. These reports will be submitted monthly with the public
safety reports.
2. Removal of small graffiti "tags" on public property.
3. Removal of small tags on private property but only with
consent/approval of owner.
5.0 LANDSCAPING
Landscaping and plantings on the Commons and in the District add to the beauty of the
downtown area and provide a pleasant atmosphere in which residents and visitors work
and play. However, landscaping and maintenance of flowerbeds is labor intensive. IDP,
through its Ambassadors, shall assume the principal responsibility for planting and
maintaining landscaping in the District.
5.1.0 The City will be responsible for:
1. Removal of plant debris collected by the IDP Ambassadors and/or
volunteers upon notice provided by the IDP.
2. Semi-annual (May and October) pruning of shrubs and annual
trimming of trees in the District, including primary and secondary
Commons.
3. Providing working water supplies on the primary Commons for IDP
maintenance of landscaping. This includes timely repair of water
spigots, as necessary.
4. Repair or removal of broken tree grates that pose a safety risk to
pedestrians.
5. Providing mulch, compost, and soil amendments to the IDP
Ambassador crews, upon request.
5.2.0 The IDP shall be responsible for:
1. Providing and coordinating seasonal Ambassadors for landscaping,
litter patrol and hospitality.
2. Spring planter bed preparation and planting of annuals and perennials,
as appropriate.
3. Summer planter bed watering of both primary and secondary
Commons (Commons plus the 300 block of East State Street, the 100
block of West State Street, the 100 block of North Aurora Street, the
100 block of South Cayuga Street, the 100 block of North Cayuga
Street) as well as the Six Mile Creek Walk and the triangle beds at the
Aurora and State and Green and State intersections. Frequency shall
be determined by the weather but shall be sufficient to ensure healthy
plant growth, as practicable, based on the availability of water spigots.
4. Weed control for planters, tree grates and planter walls during the
growing season.
5. Fall planter bed cleaning for all planters on the primary and secondary
Commons.
6. Requesting permission from the Board of Public Works for any
additional planters.
6.0 OUTDOOR SEATING
6.1.0 The City shall:
1. Continue to permit IDP to operate a public outdoor seating program on
the Commons.
2. Allow for seasonal outdoor stacking of tables and chairs, in a manner
that will not impede sidewalk cleaning and is consistent with Commons
Rules and Regulations.
6.2.0 The IDP shall:
1. Coordinate a public dining/seating program.
2. Keep the public seating area clean (though not replacing the City's
obligation to power wash as provided herein).
7.0 PUBLIC ART
7.1.0 The City shall be responsible for:
1. Assisting IDP in annual installation and removal of public art on the
Commons, utilizing existing Public Works equipment and personnel as
necessary.
2. Continuing to provide the annual insurance coverage for the Art in the
Heart of the City exhibition.
3. Considering the acceptance of pieces of art for permanent display in
the District, as recommended by the Public Arts Commission.
7.2.0 The IDP shall be responsible for:
1. Coordinating a program to provide public art for downtown.
8.0 LIGHTING and ELECTRICAL
8.1.0 The City shall be responsible for:
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1. Providing working electrical outlets on the Commons for special
events.
2. Maintaining working, operable clocks on the Commons.
3. Conducting monthly inspections and promptly replacing burnt bulbs
and repairing broken fixtures.
4. Replacing pavilion lighting and bulbs as appropriate. Investigating
more cost effective perimeter lighting for pavilions.
5. Installing and replacing light pole banners and flags in the District for
the IDP banner and flag program.
6. In collaboration with the IDP, preparing and implementing an annual
plan for the installation and removal of holiday lights and decorations in
the District.
7. Installing holiday lights and decorations prior to Thanksgiving as per
the referenced plan above.
8.2.0 The IDP shall be responsible for:
1. Providing supplemental electrical technical assistance for events that
require assistance over and above normal City operations, e.g., major
IDP special events.
2. Providing periodic reports of light bulbs in need of replacement or
repair.
3. Coordinating a program to provide banners and flags for downtown for
installation by the City.
9.0 ANNUAL MAINTENANCE
9.1.0 The City shall be responsible for:
1. Conducting maintenance at least annually on the following:
Benches (paint and/or repair)
ii. Tree grates (repair)
iii. Sidewalk areas on the primary Commons
iv. Brick sidewalks installed by or on behalf of the City,
wherever located in the District (repair loose, uneven or
broken bricks)
9.2.0 The IDP shall be responsible for:
1. Providing a monthly written report to the Department of Public Works
and to the Mayor on maintenance needs and issues in the District,
although IDP's failure to do so shall not alleviate relieve the City from
its responsibilities listed above. This report shall be prepared in
conjunction with other police and public works related monthly reports.
10.0 AMENDMENTS, TERM & TERMINATION OF MEMORANDUM; CONFLICT
BETWEEN MEMORANDUM AND ADDENDUM
10.1.0 In the event of a conflict between the provisions set forth in this Addendum and
those contained in the Memorandum of Understanding dated 4/21/98, the
provisions of this Addendum shall control.
10.2.0 The Memorandum of Understanding (4/21/98) with which this Addendum is
associated may be amended at any time, by mutual consent of the parties. Any
amendments or further addenda shall be set forth in writing, dated, and duly
executed by the representatives of the parties.
10.3.0 The initial term of said Memorandum, including this Addendum, shall end on
September 30, 2007. Each year thereafter, until 2012, the term shall be
automatically extended for an additional year from said initial ending date, upon
the same, then-current provisions, unless either party has provided written notice
to the other, at least three (3) months prior to the expiration of the current term, of
its objection to such renewal, which notice shall set forth the reasons for such
objections and the specific provisions objected to. In the event that such notice
is provided, the parties shall forthwith schedule one or more discussion/
negotiation sessions, as needed, for the purpose of addressing and attempting in
good faith to resolve any issues or disputes as to what the provisions of the
Memorandum or Addendum should be.
10.4.0 In any event, the Memorandum and this Addendum shall be thoroughly reviewed
by both parties within three years of the date of the execution of this Addendum.
10.5.0 In the event that the Ithaca Downtown Business Improvement District is
dissolved or discontinued for any reason, the Memorandum and this Addendum
shall terminate at that time, and each of the terms and conditions therein shall be
deemed to be null and void and of no effect.
SIGNED,
For the City of Ithaca
Carolyn K. Peterson, Mayor Date
For the Ithaca Downtown Partnership, on behalf of the Ithaca Downtown Business
Improvement District, Inc.
Date
8/23/06
Discussion followed on the floor with Ithaca Downtown Partnership Executive Director
Gary Ferguson answering questions. City Attorney Hoffman noted that many changes
have been made to the original proposal. It was agreed that the date of the MOU should
expire approximately one year from when it is implemented.
A vote on the Resolution resulted as follows:
Carried Unanimously
RULES OF PROCEDURE FOR BUDGET COMMITTEE MEETINGS:
By Alderperson Tomlan: Seconded by Alderperson Seger
RESOLVED, That the Common Council Rules of Procedure are hereby amended by
adding a new Section thereto regarding Budget Review Meetings, to read as follows:
IX. Budget Review Meetings.
i. After receiving the Mayor's proposed budget, the Common Council
shall conduct a committee meeting (or series of committee meetings)
for the purpose of reviewing the proposed budget, receiving
presentations from City departments and agencies and affected City-
sponsored programs, considering possible modifications to the Mayor's
budget, conducting two or more public hearings on the budget (in
addition to the public hearing required at the regular Common Council
Meeting in November), and recommending a proposed budget to be
voted upon by the Common Council at a regular or special Common
Council meeting.
ii. The afore-mentioned budget review meetings shall be considered to
be Committee of the Whole (COTW) meetings and shall be subject to
the following procedural rules:
a. The COTW shall consist of the full membership of Common
Council, including the Mayor.
b. These COTW meetings shall be organized by the committee of
Common Council charged with budget and finance matters (i.e.,
the City Administration Committee or whichever successor
committee is responsible for budget and finance matters).
c. A quorum for purposes of conducting business shall be a simple
majority of the whole membership of Common Council, i.e., 6
members, and the Mayor shall count toward said quorum.
d. The Mayor shall not be entitled to vote except to break a tie in the
vote of the other members of the COTW At these COTW
meetings, the Mayor may vote in the event of a tie involving any
number of votes (i.e., not only in the event of a 5-5 tie, as is the
case at a Common Council meeting).
e. The budget review COTW meetings shall be chaired by the
chairperson of the committee of Common Council that is charged
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with budget and finance matters (i.e., the City Administration
Committee or whichever successor committee is responsible for
budget and finance matters).
f. All budget review COTW meetings are subject to the Open
Meetings Law, and are, therefore, open to the public and require
advance notice as provided by law. However, with the exception
of those COTW meetings which are specifically designated as
"public hearings," members of the public shall not be entitled to
make public comment at the COTW meetings, unless the COTW
decides otherwise by majority vote. For those COTW meetings
that are specifically designated as "public hearings," or at any
other COTW meeting where the public has been permitted to
comment, the same rules as to public comment which are
applicable to regular Common Council meetings or other Council
committee meetings shall apply.
g. At the first meeting in any year of the budget review COTW, the
Mayor's proposed budget shall be moved (and seconded) for
recommended approval by Common Council, for the sake of
discussion and possible amendment. Thereafter, the chair shall
entertain proposed amendments to the Mayor's budget, with
regard to any line or amount therein, which proposed amendment
shall require a second in order to be considered. For passage by
the COTW, any such amendment shall require the affirmative
vote of at least four members of the COTW. Following the
consideration of all proposed amendments, the COTW shall vote
on a recommendation, to Common Council, of a proposed
budget, including any amendments which have been acted upon
affirmatively by the COTW If for any reason the COTW is unable
to make such a recommendation, then the Mayor's proposed
budget shall be moved for discussion at a Common Council
meeting following the completion of the scheduled budget review
COTW meetings.
h. Except as otherwise provided for herein, the meetings of the
budget review COTW shall be governed by Robert's Rules of
Order.
iii. Nothing herein is intended to restrict the ability of the Common Council
to amend the proposed budget at a Common Council meeting, prior to
its adoption.
Alderperson Zumoff explained that this procedure would create a formal system for the
Common Council Committee of the Whole to review the Mayor's budget. Discussion
followed on the floor regarding the Mayor's role during these C.O.W. meetings.
A vote on the Resolution resulted as follows:
Carried Unanimously
ADJOURNMENT:
On a motion the meeting adjourned at 8:15 p.m.
Cindie L. Day Joel Zumo
Information Management Specialist Chair
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Information Mission and Motto
Technology
Budget Goals and The Department of
Information Technology enhances
Challenges the operational efficiency and
effectiveness of the City by
continuously improving,through
Duane Twardokus cooperative endeavor,the
Director exchange of information and the
delivery of services.
DolT once; DolT right!
Presentation Agenda What IT Currently Does
What IT currently does. Primarily maintenance and
Our current budget. support.
The gap and its risks. Equipment we maintain and
support:
Closing the gap. •241 PC's and 33 Macintoshes;
Opportunities for the future. •13 Netware,Windows and Unix
servers;
•81 printers;
•29 network switches.
What IT Currently Does Additional
(continued) Responsibilities
We support over 25 mainstream Took over management of the
software applications and Citys phone system
numerous custom applications.
We provide numerous support •12 PBX's(phone switches);
services such as: •Over 300 desk phones&140 cell
•Help desk; phones.
•Network&Internet connections; Implemented Institutional Network
•Security; (a.k.a., I-Net)
•System and process analysis: •Management,maintenance and
•Project management. support brought in house.
Information Technology Budget Goals and
Challenges 1
Additional The Current IT Budget
Responsibilities (continued)
Staff
Support for new Accounts •Three technical support staff;
Receivable software.
Support for new Recreation •Executive Assistant;
Services Management software. •Director.
Added 3 servers to the roster. Replacement of worn out,
Added over a dozen desktop nonrepairable equipment.
clients. Repair of broken equipment.
Software licenses.
Network and Internet connections.
_ L rDOIT ._L II,igM1li a. LI,r
The Gap and Its Risks The Gap and Its Risks
(continued)
Lack of a centralized database
management system Limited Web capabilities
•Inconsistent data; •Unable to provide interactive
•Questionable data integrity; functions;
e Unable to integrate data sets. •Not integrated with databases or
enterprise applications that could
provide online services;
•No Intranet that could streamline
City communications&operations.
Closing the Gap Closing the Gap (continued)
Hire a Database Administrator. Hire a Web Developer
♦Responsible for developing and •Responsible for developing and
supporting a centralized database supporting a dynamic,custom Web
management system. site that supports interactive
functions and online services.
Information Technology Budget Goals and
Challenges 2
Future Directions Department of Information
Technology
Citywide wireless services
•Permit access to data from the
field with portable computers& Enhancing the
handheld devices(PDA's,cell
phones); present,
•Provide wireless communications
for field staff. enabling the
Citizen kiosks around City
•GIAC.Southside,Library,Center future.
Ithaca, IYB.Water&Sewer.
E-Government.
Information Technology Budget Goals and
Challenges 3
Information Technology Budget Goals and Challenges
9/20/2006
I first would like to share with you the mission statement and motto of the Information
Technology Department. (slide 2) Our mission is to "enhance the operational efficiency
and effectiveness of the City by continuously improving, through cooperative endeavor,
the exchange of information and the delivery of services."Accordingly, in all that we do,
we believe that we should"do it once and do it right." Our mission statement and motto
clearly express the attitude and spirit that guide us in fulfilling our duties to the City.
(slide 3)
In order to give you a brief yet comprehensive view of the IT Department's budget goals
and challenges,my presentation will first show what IT currently does to support the
City's operations. I will then discuss what our current budget provides us to fulfill our
daily responsibilities, the gap that results, its risks, and some suggestions for how we can
close that gap. Finally, I will present some ideas for the future. (slide 4)
In our present form, the Department of Information Technology serves an internal
support role only. At our current level of staffing, we primarily perform maintenance and
support functions, and do a very small amount of application development. As you can
see, we maintain and support a sizable quantity of hardware, (slide 5) and a fairly large
number of software applications. What these numbers do not show is that this equipment
and software are installed in 18 different buildings located around the City. In addition to
taking care of this hardware and software,we provide a range of support services, such as
the help desk, to assist the City workforce in deriving the maximum benefit from their
computing resources. (slide 6)
Although our plate was already quite full,we have recently taken on some additional
responsibilities. The administration of the City's phone system has come under our
umbrella, as it should be. Also,the City's new I-Net brought network management and
maintenance in house whereas before it was the responsibility of the company from
whom we leased our network services. As the City's operational dependency on the I-Net
has increased, IT has taken on 24/7 support for it. We provide this level of support via an
on-call rotation among the IT technical staff (slide 7)
A couple other recently completed projects have increased our work load. The Accounts
Receivable Software project has improved the operations for the Chamberlain's Office;
and the Recreation Services Management Software has improved the operations for the
Youth Bureau. Between these two projects,we have added three more servers to our
roster and installed over a dozen new desktop clients. (slide 8)
To meet the maintenance and support challenges presented by our current
responsibilities,the current budget provides minimal resources. It funds five staff: three
technical, one administrative support, and the director. Fortunately,we have an
exceptionally talented staff that takes pride in stretching our budget and pushing their
skills as far as they can possibly go. Also, the budget allows for the annual replacement
of one-fifth of our equipment, which equals the amount of equipment that is now
obsolete. Furthermore, our budget provides for the repair of broken equipment, the
maintenance of software licenses, and the renewal of contracts for the network equipment
and our Internet connection. (slide 9)
Unfortunately, a significant gap exists between what our current IT budget allows us to
do and what we would like to do. The item most at risk is our database environment. The
current budget does not provide the resources to develop and support a centralized
relational database management system. Currently, the City has an abundance of
independent databases housed in multiple departments. No single person is responsible
for the management of these databases. This situation means that the City always risks
working with data that is inconsistent, and does not always accurately represent the real
world. Also,because they are stored in silos, it is either difficult or impossible to
integrate many of the data sets. Fortunately, the recent implementation of the new
accounts receivable software provides the added benefit of laying the foundation for a
citywide relational database management system. It would be wise for the City to take
advantage of this opportunity. (slide 10)
The last significant piece of this gap involves the City's Web site. In its current form, the
City's Web site does a reasonably good job of providing static information to the public.
But in this day and age,the public expects more. They would like to have a Web site that
allows them to interactively provide and retrieve information, and to perform much of
their business with the City online. Looking inward, the City workforce would like to
have a Web site that provides work-related information such as employee benefits,
policies, upcoming events,project updates,meeting schedules, etc. (slide 11)
So, how do we close this gap? First and foremost,we should hire a person to serve as the
City's database administrator. This person would be responsible for developing and
supporting a centralized relational database management system that we desperately
need. (slide 12) Then we should hire a Web developer who would develop and support a
dynamic, custom Web site that provides interactive functions and online services. By
creating and filling these two new positions, the City would considerably improve the IT
experience for its citizens and its workforce. (slide 13)
In closing, I would like to offer a peak into the future. If the City moves to close the gap
in the IT budget as suggested, then it would enable the following future opportunities:
1)IT could develop wireless resources. This means that throughout the City,the City's
workforce could remotely access the City's computer and phone resources from the field
using handheld devices such as Palm Pilots and cell phones. For example, a building
inspector who needs historical information on a structure currently has to come back to
City Hall to look up that information. With a wireless connection, she could access that
information directly from the field on demand. Or an electrician working in the field
needs to confer with her supervisor about a sticky electrical situation. Instead of asking
her supervisor to drive to the location, she could use a wireless video device to show the
supervisor what she needs help with, and the supervisor can simultaneously confer with
her via cell phone.
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2) Another future possibility is that the City could install kiosks around the City that
would make it possible for citizens disadvantaged by the digital divide to access the
City's online resources from designated locations. For example,we could install kiosks in
high traffic areas like GIAC and the library, and in conveniently located facilities like
Southside, Center Ithaca, the Youth Bureau, and Water& Sewer.
3)Finally, the City can move forward on entering the age of E-government. As online
services become woven ever tighter into the fabric of our economy, our citizens will
increasingly expect that they can interact with their government in a similar manner. By
implementing electronic-based government services incrementally, the City can carefully
manage how it will board this oncoming train. To do otherwise is to risk a rushed process
rift with unclear expectations, hurried decision-making, and incomplete projects. (slide
14)
I hope this presentation has persuaded you that the overriding goals of the Department of
Information Technology are to enhance the present and enable the future. We look
forward to forming a partnership with you that will empower us to realize those goals.
Thank you.
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