Findings and Recommendations City of Berkeley: Digital Strategic Plan and Cost Allocation Plan
October 17, 2016 v5.1
staffed by 40.5 City employees. DoIT also provides Active Directory, Exchange, and telephone services to the Berkeley Public Library. The primary service facility is the Civic Center, in addition to approximately 42 remote sites. The previous Information Technology Master Plan was
developed in-house in 2009. E 4.2 Summary of Findings
Digital Strategic Plan: Findings & Recommendations © 2016 3 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F The current IT Director has invested a considerable amount of effort to rationalize and control the City’s project portfolio, but prior to her tenure the absence of a formal IT Governance structure had led to more than 100 projects in various degrees of progress, with/without funding, or unrealistic project schedules. This has adversely impacted the The following provides a summary of key findings of the DSP Roadmap project: (Technical terms are defined in a glossary in Section 4 of this document.) The DSP Roadmap project identified hundreds of specific challenges; the items below list the top eight challenges facing the City of Berkeley. 1. The existing IT funding model, which is predicated by some positions funded by various City departments, is not working well. The current funding policy creates challenges for both department and the IT organization. Some departments feel as their needs are not sufficiently addressed, and resource allocation is problematic for the IT Director. The current mode is unsustainable. 2. The City lacks a contemporary networking/communications infrastructure. The City’s City-owned Fiber between downtown buildings was placed in 2000 and needs replacing and the City lacks reliable city-wide Wi-Fi capabilities. 3. The City IT has an acute lack of Project Management expertise. Poor project planning and a low percentage of projects delivered on schedule and/or budget is common. This has delayed the roll out of critical systems, in some cases, for years. 4. The City has a number of aging enterprise applications, which need upgrading or replacing. The City is in the process of procuring a new Enterprise Resource Planning system, which will provide significant functionality to a number of mission critical processes. However, there is still a significant need for enterprise systems across several City departments. 5. The City lacks numerous departmental application software. City staff identified a number of needed departmental applications to provide Berkeley residents the services they require. (Some of these applications were identified in the IT Master Plan developed by the City in 2009.) 6. The City IT organization lacks the expertise and capacity to support the implementation of current and new DSP Roadmap initiatives. The existing IT organization and operational model is not positioned to support existing projects, as well as those identified in the DSP; it lacks key knowledge, skills and abilities not required 10 or 20 years ago when many of the existing systems were deployed. There is strong need to invest in Technology training for IT and City staff. 7. The City does not have IT Governance policy or process.
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