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…

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)

IT Performance Measures

8

IT Performance Measures(See Appendix E)

• System Uptime

• Customer Satisfaction

• Incident Resolutions

Project Update

10

Project: LVJC MigrationOverall

Project StatusBudget Timeline Quality Other Risks

Budget Project budget is $800,000 with $445,194 encumbered. This project is on budget. NOTE: Budget does not include $125,000 to JC for current investment in Odyssey or IVR Hardware purchase (From DC to JC)

Timeline Our timeline may exceed projected date of June 30th. due to vendor requirement of new E-Filing product (Beta version in May/June 2014).

Quality Awaiting environment for full system testing. Limited testing under way on existing Court infrastructure.

Other Risks • Availability of new E-Filing product.• Infrastructure Build-Out• Timeliness of Tyler Technologies configuration of Odyssey• Unknown issues with splitting an integrated Odyssey environment

11

Project Cisco UCM (VoIP) UpgradeOverall

Project StatusBudget Timeline Quality Other Risks

Budget The project budget is $344,200 and to date we have expended $160,750 for the hardware and have submitted a request of $126,570 for IBM professional services. We expect to remain under budget.

Timeline There is a variation (decrease) from the original timeline due to equipment EOL is March 2014. Project funds were not available until late Oct 2013.

Quality No reported issues. Cisco hardware has been received and it is being configured and tested in the Network team’s lab.

Other Risks Using Cisco servers adds a new server type to the Infrastructure. This upgrade uses technology that is supported by different teams and will be a collaborative effort between the Network and Infrastructure divisions.

12

Windows 7 Project StatusOverall

Project StatusBudget Timeline Quality Other Risks

Budget The project budget is $5,250,000 and to date we have expended $3,824,793. We expect to keep on budget.

Timeline There has been variation from the original timeline. The baseline timeline completion date was January 2014 with an expectation of completion April 2014. A couple departments may not deploy within the timeframe due to application remediation issues.

Quality We have received minimal incidents relating to the rollout.

Other Risks Lack of funding for upgrading non-compliant applications prior to April 2014 may result in a department delaying upgrading some of the equipment.

13

ACES UpdateOverall

Project StatusBudget Timeline Quality Other Risks

Budget The total budget in calendar year 2014 is 1.75 Million. We will be on budget on rollout date, however we will need another 200k for knowledge transfer, post rollout quality assurance/defect resolution and report development.

Timeline We are targeting the delivery to be the Summer of 2014.

Quality We received the software package at the end of December and have started QA/Testing. We will be monitoring over the next few months to ensure Quality is up to our expectation.

Other Risks Resource turnover of contractors, vendor staff and internal resources. The ramp up/training of new people to backfill.

14

BLITZ RFP UpdateOverall

Project StatusBudget Timeline Quality Other Risks

Budget The project budget is $400k and to date we have encumbered/spent $380k. We expect to keep on budget.

Timeline Selection of Vendor in Feb 2014. Original planned vendor selection date was Dec 2013. Original planned implementation kick off in April 2014.

Quality No issues with quality.

Other Risks Ability for the team to select one final vendor. Demos scheduled Jan 13-15.

15

Internet Sharepoint Upgrade UpdateOverall

Project StatusBudget Timeline Quality Other Risks

Budget The project budget is $525k and to date we have encumbered/spent $102k. We expect to keep on budget.

Timeline There has been no variation from the original timeline of 24 months from Jan 1, 2014.

Quality There are no issues with quality at this time.

Other Risks Identical resources responsible for the upgrade as well as the maintenance/development of functionality on the current site.

16

DA Justware Proposal UpdateOverall

Project StatusBudget Timeline Quality Other Risks

Budget The project budget is $364k and to date we have encumbered/spent $174k. We expect to keep on budget.

Timeline This project is targeted to produce a funding proposal for review in late January with the intention of going to the BCC on Feb 4.

Quality There are no issues with quality at this time.

Other Risks Containment of Scope Creep.

17

Business License State Portal UpdateOverall

Project StatusBudget Timeline Quality Other Risks

Budget The project budget is 100k. We have not expended any funds and project remains on budget.

Timeline Intention is to have something in place prior to Feb 2015 (Next Legislative Session).

Quality We have no issues with quality at this point.

Other Risks We don’t have agreement at this point between all the jurisdictions on what subset of the State’s functionality will be implemented. The project is taking a lower priority to other projects such as 1. Support of Medical Marijuana and 2. Additional Business License Categories.

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.

20

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

Asset Collection Recommendations 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.

24

25

Appendix EIT Performance Measures

Information Technology

Executive Steering Committee

27

File360

Scope II

Exchange

Internet

ERP

96.50% 97.00% 97.50% 98.00% 98.50% 99.00% 99.50% 100.00%

99.10%

98.87%

99.85%

97.85%

100.00%

99.82%

99.80%

99.90%

100.00%

100.00%

99.80%

99.50%

99.86%

100.00%

99.63%

Dec

Nov

Oct

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.

Sep

Oct

Nov

- 1 2 3 4 5 6 7 8 9 10

1

1

9

9

9

6

Cox Communications

CenturyLink

29

Service Desk Performance MeasureKPI – Satisfaction Survey ‘Overall Experience’

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.

Our target score is 85%.

-------------94% of

respondents rated us good or excellent!

30

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.

Service Desk Performance MeasureIT Priority 1-2-3 Incident Tickets

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec0

200

400

600

800

1000

1200

1400

1600

1800

New

Resolved

Rolling 12 months

# Incidents

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.

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec0

20

40

60

80

100

120

140

160

180

200

IT 1-2-3 Incident Tickets

> 30 days

> 60 days

Rolling 12 months

# Incidents

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%

33

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

34

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%

35

IT FTE Count = 150

Source: SAP

36

Service Desk Benchmarks

36

Gartner average is 64.7%

Clark County averages less

than 40%

Gartner Clark County0%

10%

20%

30%

40%

50%

60%

70%

80%

First Call Resolution

First Call Resolu-tion

We are well below the industry average (not good)

37

IT Service Desk Cost as a Percent of IT Cost

37

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 rate places us the “top performing” tier of private and public companies.

Source: The IT Process Institute Study Performance Ranking (www.itpi.org).

39

Appendix GTechnology Asset Analysis

Information Technology

Executive Steering Committee

41

Acquisition Value

CCIT80%

NCCIT20%

Clark County IT Assets $94,337,145 Technology Assets in SAP

Desktops Laptops Tablets Monitors Faxes Printers Scanners Infrastructure Network Software

42

CCIT Acquisition Value

Desk-tops16% Faxes

0%

Infrastructure19%

Lap-tops4%

Moni-tors2%

Network45%

Printers1%

Projec-tors0%

Scanners1% Soft

ware12%

Tablets0%

$75,691,502

Network includes Radios, Microwave, and Telecom

Printers includes Plotters

43

NCCIT Acquisition Value

Desktops21% Faxes

0%

Infrastructure34%

Laptops6%

Monitors0%

Network5%

Printers8%

Projec-tors0%

Scanners8%

Software17%

Tablets1%

Aquired Value $18,645,643 Scanners

include microfilm

Printers include plotters

Network includes radios