Loading...
HomeMy WebLinkAbout2006-10-24 Pre• ~{ ,,,. ~ ~ ~ ~: CITY OF ~'~~ ~ ~ ~~~ t~ ~~ eYl~tcn IDAHO j "Fc ~ ~ ~rItFASl1FiE ~~V 1993 MERIDIAN CITY COUNCIL PRE-COUNCIL MEETING AGENDA Tuesday, October 24, 2006 at 6:00 p.m. City Council Chambers 33 East Idaho Avenue, Meridian, Idaho `Although the City of Meridian no longer requires sworn testimony, all presentations before the Mayor and City Council are expected to be truthful and honest to best of the ability of the presenter. " 1. Roll-call Attendance: ~ Shaun Wardle ~ Joe Borton _~ Charlie Rountree ~ Keith Bird _~, Mayor Tammy de Weerd 2. Adoption of the Agenda: .~a~J ~v~e c 3. Discussion of Benefits for Fiscal Year 2007 by Bill Nary: (*5 minutes) `j~~~~,,vL-err 4. Presentation on the IT Strategic Audit by Terry Paternoster: ('~45 minutes) ~~~,. * Approximate allowable time set for agenda item may change depending on the discussion. Please us the designated minutes as a guideline only. Meridian City Council Pre-Council Meeting Agenda -October 24, 2006 Page 1 of 1 All materials presented at public meetings shall become property of the City of Meridian. Anyone desiring accommodation for disabilities related to documents and/or hearing, please contact the City Clerk's Office at 888-4433 at least 48 hours prior to the public meeting. ~P 1~~~ ~ ~ufo~ r c ~~ - -f l~o..~~ .~ ~~ CITY OF •- d~ ~Yll~"~1 ~ Inarlo tiF cFM ~'eR °/tlie TREASURE V AUEY SINCE 7003 MAXOR Tammy de Weerd CITY COUNCIL MEMBERS Keith Bird Joseph W. Borton Charles M. Rountree Shaun Wardle CITY DEPARTMENTS City Attorney/HIt 703 Main Street 898-5506 (City Attorney) 898-5503 (Hit) Fax 884-8723 Fire 540 E. Franklin Road 888-1234 /fax 895-0390 Parks & Recreation 11 W. Bower Street 888-3579 /fax 898-5501 Planning 660 E. Watertower Lane Suite 202 884-5533/fax 888-6844 Police 1401 E. Watertower Lane 888-6678 /fax 846-7366 Public Works 660 E. Watertower Lane Suite 200 898-5500/fax 895-9551 - Building 660 E. Watertower Lane Suite 150 887-2211/fax 887-1297 - Wastewater 3401 N. Ten Mile Road 888-2191/fax 884-0744 - Water 2235 N.W. 8th Street 888-5242/fax 884-1159 NOTICE ®~ PRE-~®l1NC~L NIEETINt3 ~ER'®IANI CITY C®IUAIC{~ RIOTICE IS HEREBI/ GIIAEN that the City Council ~ the City of Meridian will hold aPre-Council 11~aeting at City Council Chamb®rs, Meridian. City Halt, 33 East Idaho ~-venu®, Meridian, Idaho, on Tuesday, ®ct~ber 24, 2®06 at 6e00 P.M. The Meridian City Counal will be disaassing the following agenda items: Discussion of Benefits for Fiscal Year 2007 by Biil (Vary a Presentairon on tf-e l T Strategic Audit by Terry Paternoster The public is welcome to attend the meeting. a\\o\`\,\'`~~iU1111~t,~~~,r,,f~¢' DATED this 20th day of Goober, 2006. , ,~.~ 1NILLIAM G. BERG, JIB - "t'Y ~ ~' ~i>" __ ~ ~ ~ ~ a ~'~, Y 1:3°~ ~ ,,~° ~ ~ ~ ®d~v`l,~~`~°Errol et®~®q~~x~~A~,w lit ntd Meridian City Pre-Council Meeting Agenda - October 24, 2~6 Page 1 of 1 All materials presented at public meetings shall become property of the City of Meridian. Anyone desiring accommodation for disabilities related to documerrts and/or hearings, please contact the City Clerk's Office at 888-4433 at least 48 hours priorto the public meeting. CITY 1 IALL 33 EAST IDAHO AVENUE MERIDIAN, IDAHO 83642 (208) 888-4433 CITY CLERK -FAX 888-4218 FINANCE & LJTILrrY BILLING -FAX 887-4813 MAYOR'S OFFICE -FAX 8848119 Printed on recycled paper p~eas~ ~~ ~~ Puhi~~ No~~t -f~ ~. CITY OF .y.., ~~'~. ~~ i~ PYlC~l~YI Y ~J IDAHO ,~j S ,~/ ~C ~ Trtensirte~ V ~Y ~as~ 19tl3 MERIDIAN CITY COUNCIL PRE-COUNCIL MEETING AGENDA Tuesday, October 24, 2006 at 6:00 p.m. City Council Chambers 33 East Idaho Avenue, Meridian, Idaho `Although the City of Meridian no longer requires sworn testimony, all presentations before the Mayor and City Council are expected to be truthful and honest to best of the ability of the presenter." 1. Roll-call Attendance: Shaun Wardle Joe Borton Charlie Rountree Keith Bird Mayor Tammy de Weerd 2. Adoption of the Agenda: 3. Discussion of Benefits for Fiscal Year 2007 by Bill Nary: (*5 minutes) 4. Presentation on the IT Strategic Audit by Terry Paternoster: (*45 minutes) * Approximate allowable time set for agenda item may change depending on the discussion. Please us the designated minutes as a guideline only. Meridian City Council Pre-Council Meeting Agenda -October 24, 2006 Page 1 of 1 All materials presented at public meetings shall become property of the City of Meridian. Anyone desiring accommodation for disabilities related to documents and/or hearing, please contact the City Clerk's Office at 888-4433 at least 48 hours prior to the public meeting. • t; '` CITY OF ~ ~r k ~'~ `~y ~Y1Glt1G~"YI IDAHO ~ T / tiF. C~~~R °IMe TREASURE V Ail ~'Y SINCE 7903 MAYOR Tammy de Weerd NOTICE OF PRE-COl9NCIL MEETING CITY COUNCIL MEMBERS Keith Bird Joseph W. Borton Charles M. Rountree MERIDIAN CITY COUNCIL Shaun Wardle CITY DEPARTMENTS WOTICE IS HEREBY GIVEN that the City Council of the City Of City Attorney/HR Meridian will hold aPre-Counal Meeti at C' Council Chambers 703 Main Street , 898-5506 (City Attorney) 898-5503 (HR) Meridian City Hall, 33 East Idaho Avenue, Meridian, Idaho, on Fax 884-8723 . Fire Tuesday, October 24, 2006 at 6:00 P.M. The Meridian City Counal 540 E. Franklin Road 888-1234 /fax 895-0390 will be disa,tssing the follOWing agenda items: Parks & Recreation 11 W. Bower Street 888-3579 /fax 898-5501 ~ DISCUSSion of Benefits for Fiscal Year 2007 by Bill Wary Planning 660 E. Watertower Lane ~ Presentation on the IT Strategic Audit by Terry Paternoster Suite 202 884-5533/fax 888-6844 The public is welcome to attend the meeting. Police \``+ i l i i i l l r, ~~~ 1401 E. Watertower Lane 888-6678 /fax 846-7366 o``\` ~ ~/rf DATED this 20th day Of OCtO~r, 2006. ~ , ~ ,, `~ ~ ~ ~ Public Works ` ~ ~ ~ l SuOte 200atertower Lane WILLIAIUI G. BERG, JIB - __ ~ ~ 898-5500 /fax 895-9551 ~~ -Building 660 E. Watertower Lane ~ •~ \~ ~% T 1 °~~ ' <`~' 0 A~ ~q~ /' ~` 1 ,'/ °x~~ 887 2211 /fax 887-1297 ~;~a~~itrllll It~et~,~ - Wastewater 3401 N. Ten Mile Road 888-2191/fax 884-0744 " - Water 2235 N.W. 8th Street 888-5242 /fax 884-1159 AAeridian City Pre-Cour~ii Meting agenda - Odobsr 24, 2Q06 Page 1 of 1 All materials presented at public meetings shall become property of the City of Meridian. Anyone desiring accommodation for disabilities related to documerrts and/or hearings, please contact the City Clerk`s Office at 888-4438 at least 48 hours priorto the public meeting. CITY HALL 33 EAST IDAHO AVENUE MERIDIAN, IDAHO 83042 (208) 888-4433 CITY CLERK -FAX 888-4218 FINANCE Bc UTILITY BILLING -FAX 887-4813 MAYOR'S OFFICE -FAX 884-8119 Printed on recycled paper • Meridian City Pre-Council Meeting October 24.2006 The Meridian City Pre-Council meeting was called to order at 6:00 P.M. on Tuesday, October 24, 2006 by President Councilman Shaun Wardle. Members Present: Mayor Tammy de Weerd, Keith Bird, Shaun Wardle and Charlie Rountree. Members Absent: Joe Borton. Staff Present: Bill Nary, Ted Baird, Sharon Smith, John Overton, Ron Coulter. Item 1. Roll-call Attendance: Roll call. X Shaun Wardle X Charlie Rountree X O Joe Borton X Keith Bird Mayor Tammy de Weerd Item 2. Adoption of the Agenda: Bird: Mr. President. Wardle: Mr. Bird. Bird: I move we adopt the agenda as published. Rountree: Second. Wardle: It's been moved and seconded to adopt the agenda. All in favor. THREE AYES. ONE ABSENT. MOTION CARRIED. Item 3. Discussion of Benefits for Fiscal Year 2007 by Bill Nary: Nary: Thank you Mr. President and members of the Council I am here tonight as the HR Director with our listing of benefits for the next fiscal year. We have budgeted all of these. I did have them put into LaserO=fiche. If you want a hard copy, I have a hard copy here for you if you would prefer. Bird: I would prefer a hard copy because I can hardly read this Bill. Nary: Council members - I guess the (inaudible) of the budget - or the cost for our benefits for the next fiscal year that we talked about at recently and in front of Meridian City Pre-Councieeting • October 24, 2006 Page 2 of 16 you and actually we have had a decrease in our medical costs for our renewal this year with Blue Cross, which is unheard of in the market place today and I think the reason for that is we have had some really good experience this year. Generally, because we have such a small pool of participants because of the size of our work force that we sometimes can get pretty impacted by one or two claims. We didn't have any measured claims from anybody including Council Member Bird for the last year and so we gained the benefit of that for the city. So, we actually had a decrease. We have a slight increase in the dental costs and that was expected. In front of you in your packets each sheet has the separated out benefits. The medical is first. The dental is the second sheet. The third sheet is our flexible spending program. We do want to continue to support that. We think it's been a great asset to the city. We have about 100 employees that participate in the flexible spending program now. The reason it is broken out into three different groups, we are looking at potentially other vendors. Audi Clinton, our benefits specialist is actually having an interview with Discovery Benefits on Thursday to decide whether or not we need to switch carvers because of service. We have been getting pretty decent service from Express Flex, we can possibly get better service from Discovery Benefits, so we will make that analysis. The cost actually would be slightly less than what we have budgeted if we do choose to change vendors. There is an Executive Summary on the next two pages for you to look at and then the Dast one is just the renewal figures and actual costs and regards to the various carriers that we use. The last sheet is one that we are pretty proud of and that we want to implement again this year. We have asked for two things and we met with the Director - in our Director's meeting today and discussed with the Directors and requiring that our benefits meeting this year with employees be mandatory. The reason we want that is we have a lot of changes over the last few years and by not requiring it through mandatory, a lot of employees are really uninformed as to what values that they get in their benefits with the city. Secondarily this is probably the best year we could have to want to make it mandatory and to make sure that people knew what values they do receive in working here, especially because of our lower costs of medical insurance. The last one as I was saying is a (inaudible) we had come up with a couple of years ago and we would like to then provide that to every employee to show what their total benefit package is that they receive in addition to the their salary so the employees can really get a better sense of what they truly receive as employees of the city in both salary and benefits. We found this to be a great tool and recruiting and we have used it as in retention and have been able to create this with the Finance Department for each individual employee and the Finance Department will go through every employees' pay and be able to determine everything on here specifically as related to them. So that is a great tool that we found that each employee does seem to walk away with a greater appreciation of the benefits that the city provides. If you have any questions, I hopefully can answer them for you, if not I simply just needed your approval to continue on with the benefits as presented. As I said, we have already budgeted for these through the budgetary process. We just wanted to bring you the final picture for you. Meridian City Pre-Councieeting • October 24, 2006 Page 3 of 16 Bird: Mr. President. Wardle: Mr. Bird. Bird: Mr. Nary. Nary: Yes sir. Bird: I just have one dumb question. Is Mercer Marsh now? Nary: What was Marsh is now Mercer. Yeah, they have been merged. They have been our benefits consultants for the last couple of years and they have been a great asset to us as well and they have helped negotiate some different terms and have actually helped lower the rate. Originally in the Blue Cross proposal for this year was to leave the rate exactly the same. Mercer was able to negotiate with them to bring it down two percent. Bird: That is great. Follow up - on this personal report to the employee benefits, did I miss it Bill? Are you giving one of these to each employee? Nary: Yes. Bird: Fantastic. I am for negotiating on. It's the first time we have had savings in years. Wardle: Council, additional questions? Rountree: No, it is a nice package and I think it is always a benefit to show the employees the things they don't think about and remind them that their take home pay is just that and that there are other values in working in the public entity. Nary: We find that most employees don't realize it until they separate and have to pay their COBRA and they realize how much they really have been getting in their medical benefits while they were here. De Weerd: Mr. President. Wardle: Madame Mayor. De Weerd: It is also going to be a nice time to allow United Way to talk about the program that they have going too and I just talked to the Meridian Food Bank and they hope to be in a new listing on the United Way thing that will add another Meridian address. Meridian City Pre-Counci• eting October 24, 2006 Page 4 of 16 u Nary: Great. I did get a call from United Way yesterday, so I didn't get a chance to call them today to tell them the dates that we will have the opportunity to participate in and then we want to have some ongoing opportunities again for them to have some access and be able to promote what they do for the new employees as we bring them on. De Weerd: Just a follow up. Just to clarify on the United Way, it was last year or the year before they now pass 100 percent of donations through to whatever entity that you choose and so now that it is a pass through we are more willing to participate. We realize that a lot of our employees are not only Meridian and that United Way does represent the entire Treasure Valley. Wardle: Thank you on that note -for the benefits program I am - my comments, I think that our staff is doing an excellent job of both putting together a package and one of the things that I am proud to say that we could stay with Blue Cross and I have had the honor of sitting with their executive team yesterday at the Idaho Private 75 as they were honored as the number four private company in Idaho and I could tell you that the executive team had a lot of good things to say about the community in Meridian, the City of Meridian and really like the things that we are doing now and are proud to be part of our business so supporting that entity while lowering our rates and offering additional benefits for our employees, I think it is fantastic. Is that clear enough direction for you Mr. Nary? Nary: That is more than enough direction. I appreciate that. Thank you Mr. President and Mr. Baird will be in the hot seat tonight because I have a family commitment. Bird: We have no problem with that. Nary: If you want me to I am sure I could come back afterwards. De Weerd: I am sure it was well timed. Wardle: Item No. 4 is the presentation on the IT strategic audit by Terry Patemoster. Teny, welcome this evening. Item 4. Presentation on the IT Strategic Audit by Terry Paternoster: Patemsoster: Thank you very much Council President. All right, tonight's discussion that the IT Department is here to go over is basically about a month or month and one half ago I came and presented before Council and discussed that I felt that it was necessary that the IT Department go out and engage a consultant in order to do a strategic audit of where the IT Department is currently positioned. I had some concem over the growth rate of the city, over some of the recent budget enhancements and I think overall there was some concem over the departments going the wrong direction and I thought that it was time that we Meridian City Pre-Council eeting • October 24, 2006 Page 5 of 16 bring in a consultant to help us analyze where are we doing good, where are we not doing good and where there are areas that we can find room for improvement and to really take a look from an outside perspective. I didn't really have a consultant in mind even though I have been thinking about this for quite a while until I had went to this Mobile Data Force conference down at the Owyhee Plaza and one of the presenters, Mr. Kerrin Pease presented during lunch and it was an all day conference and I sat through about four hours of pretty boring lectures from people and thinking I am not sure that this was worth my time of coming down here. But, then I got to lunch and Kemn- it was kind of a bad position, I think, to have to present during lunch because everybody is eating and they are kind of half paying attention, but I was really impressed with Kerrin's presentation on the data force stuff and the mobile stuff and the reason was that he definitely show insight that went beyond just what this is what it can do, this is how it works and you should go do it. It was basically an overall presentation that said these are all of the areas and a person needs to consider that these are the areas that you can be impacted, these are a lot of the just different growth areas and it was really very well thought out. So, at that point - I guess about a month went by and I got an email from Kerrin and I inquired a little bit more to find out about what his services provide. What I found it is that Kerrin, the founder of Kerrin Executive Services has - he is a consultant, he has over 25 years' worth of experience in the IT industry. He has worked in multiple positions in IT going at all ranges from a basic programmer all the way up to a V.P. of a company where he has overseen multiple divisions, he has multiple reports and has supervised over 400 employees. I invited Kemn in and we had a discussion and based on that discussion I came to the conclusion that he really understood a lot of what the city going to in some of our needs and was the right candidate to help the city identify our strategic needs and maybe help set up some goals and objectives for how we can continue to growth in the future and really meet the city's needs without wasting money. I think one of the biggest concerns forme is that the city can continue to grow the way we are and support may be good, but as the city purchases more applications and those applications get more expensive, like the Public Work's enhancement this year is if that doesn't really integrate with the city wide vision it really puts us in the position that it might be wasted. It might be money we are throwing down the drain because it might not really work with other applications and at some point the city needs to get to the point that we are really optimizing what we are buying, that we have that vision and departments aren't going the direction, but they are going in a single direction that has been set up by the city, which is kind of what prompted this review. Along with that when I came in six weeks ago are a couple of recommendations which I think were from you, Council President Wardle that you thought that it was necessary that we maybe review our data retention policy and also look at our security, which we also had Kerrin look at that to determine, you know what does he think is fair and make some recommendations. I think at this time what I want to do is I want to turn over the time to Kerrin so that he can present to you his findings and just explain to you what this big report that I just handed out really talks Meridian City Pre-Councir eting October 24, 2006 Page 6 of 16 about. As you may notice his name is Kemn. He is a Britt. He is a U.S. citizen now, but he is a Britt. Often times you go Kerrin - De Weerd: He has a funny accent. Paternoster: A little bit of an accent. Kerrin do you want to come up? Pease: Good evening everybody. De Weerd: Do you need a step stool? Pease: Thank you for your time this evening. Kemn Executive Services has been in place for two years and I have managed a lot of IT development and implementation for more than 25 years. What I am going to try and do today is give you an overview of what I found. I talked to city leaders, IT and a lot of employees (inaudible) how it worked. So, to give you an overview of what IT thought, considered, a little bit about their structure, their infrastructure, what they are responsible for and a little bit (inaudible-) the next five years and then into the meat of the presentation I tried to summarize that big document into a few slides about what I am recommending. What I find when I talk to everybody is IT staff are well received, they have got a good relationship with all the users. They are professional and they typically turn around the issues that are raised pretty quickly. The IT infrastructure is good. It is in place. The service level to the users means its pretty interruption free. The IT service is excellent, even though there is a few rumbling from some of the departments who historically did the wrong thing and with the IT coming in there are some standards (inaudible) stopped out of it, but that is okay. You would expect that. Security standards are effective. All those sorts of things that you would expect in terms of firewalls, complex passwords, rotating passwords, data security for specific users and all those sorts of things you would expect are in place. Backup recovery is in place, so it has daily, weekly, monthly backup. There is an offsite of that and it's monitored by IT to make sure it is completed on tome. (Inaudible--) that is brought into the organization standardized, so it is the same PC, the same software in every PC. This makes it very easy to commission and deploy PC's as you get new employees. One of the things that I came across is that IT is reactive. You don't really have an IT Department as such. What you have is a glorified help desk. So, what they are very good at is taking the issues and solving it. But, what they are not involved in is planning and bringing technology into the organization. So, structure in 2006 will look something like this, so Terry and David are the long term permanent employees. We are trying to recruit to more permanent guys in the programming side and the GIS Network side, with some difficulty right now. That will be supplemented by interns. A good intern program works well to supplement the resources for a fairly straight forward (inaudible). Zack is the first one, there will be another. So, that is what it is going to look like until October next year. So, IT they look after 300 users, 11 locations, 25 servers, 230 workstations. They get about 25 to 50 calls a week from the Meridian City Pre-Council Meeting • October 24, 2006 Page 7 of 16 users, except in this quarter which is the first quarter of the budget year where the calls are up by double or triple because people spend their money, they are hiring people, they are buying furniture. So, this quarter then the backload of IT calls goes up. What I also find is there are 35 individual applications, which are departmental applications for running the departments, which they also support afar from the normal things like hardware and network software. So quite a lot to support there. If you say what are they responsible for? It is keeping the IT infrastructure to work without breaking, making sure the hardware is okay, the software works, making sure we use the right vendors to buy that hardware or software - to get the best price, good support. If a new user comes on board, (inaudible) the computer, put the software on it and then get it there, plug it in and get it going. Keeping an inventory of all the devices in the software. Responding to end user's support, all the backups and security, purchasing hardware and software, support in telephones, some software development, making sure the network performs and introducing new technology when necessary. So, quite a lot of things to do. Just a little bit about growth. You are about 70,000 citizens right now. (Inaudible--) 10 percent per year, which may be high, I am not sure if it has been like that the last couple of years. You will be at like 115,000 to 120,000 citizens in 5 years time. An increase of 50 percent or so. I had a look at the growth in employees and I just assumed it was similar, right? So, employees would be at 450 plus in 5 years time. I don't think that is far off, maybe a little bit less. It depends which areas grow. My major findings from the review where the biggest issue that the city faces is the individual applications that exist inside the interfaces in departments -- they don't talk to each other. There is limited integration interfaces, which means customer information is in this department, this department and it is not a whole. Means a lot of duplication and waste of time and information. What it also means is that it is very difficult to provide sensible management information to be able to make the right decisions. To be (inaudible) city-wide view of things is very hard to get -usually computer systems. From my perspective this is impossible to scale. If you double your resources, double your citizens, double your IT staff you are going to be patching and trying to make do with information which is not easy to get. It will just become more and more difficult. What I also found is that at the moment technology input into some of the decisions is limited because IT are typically reactive. I put together a color scheme. Black says now, orange says within six months and green says within 12 months. So what I believe the strategy for IT what it should be is application integration and consolidation across the city. What I mean by that is I mean what we are looking for is a common set of information like financial, customer, assets, inventory - so there is a set of information that you can say this should be common. Then you hang off that, just the vertical pieces that are necessary to run the departments, like the fire (inaudible), the police (inaudible) but it needs to interface well to the common set of applications so that you can get management information and that you can scale it pretty well. I do believe that you have got some good applications here already. I wouldn't recommend throwing all that out and starting again. What I would recommend is look at what you want to keep, see where you want to go Meridian City Pre-Council Meeting October 24, 2006 Page 8 of 16 and work it out together. It is a combination, I think, of existing applications, some new ones and some custom work. I think that during this period you need to look at new technology to streamline your business activities. A lot of your workers are out in the field and with mobile technology moving well now then you should take advantage of that in the next five years. The last bullet on that is I think you need to look to IT to increase what they can do with applications so to be able to help the departments is to be able to deploy their applications, to help drive towards this consolidated set of applications and also to be able to develop some application code to (inaudible) edges, like I want a report that looks like this. I want a small modification. If IT can do that, it is much cheaper and effective to having to go outside. That is what I believe your strategy (inaudible). If you accept that as an approach then the few actions that need to come out of that is first of all communicate it, put a team together and that may be the same as the MIS Committee to really put the details together, develop a plan and then really communicate that plan to the city. Because it needs to be bought into by everybody and part of that is that you can't go off and just buy some software now, you need to say okay where am I going and if I buy this does it fit the profile of where I am going to? Does it support the vision because if not you shouldn't spend the money and like Teny said earlier you are just chucking it away. Is that the right word, chuck? I think it is important that you have to buy some software from outside, therefore you need to define a software selection process, you know so you know how to define your requirements, you know what to expect when the vendors come back with proposals, you know what your acceptance criteria is and what you are looking for from the support perspective - (inaudible). So increasing IT involvement in applications, development employment is really important. You can't do it unless you do that because the departments are fully occupied during the day to day business and you need an IT staff to supplement those resources to get it done. It also means that currently departments can go out and hire their own developer and write some code for their department and nobody ever sees it until is has to be supported so really what you need to say is that all developments are coordinated by IT and they follow the standards and they do fit the vision of where we are going. Part of that says we have to develop standards and processes for application development and we need to build a scale in IT so they can do these things. So, that was the strategy actions. So there are a few other things that I thought I would just point to that I thought was important. De Weerd: Mr. President. Wardle: Madame Mayor. De Weerd: Kerrin before you continue we had a really good discussion about this at our directors meeting today in regards to GIS and even as we contract on various studies, albeit the master pathway or you know land use that they give data back to us in usable form that would be compatible with the software applications that we do have. You have multiple data entries and we want to • • Meridian City Pre-Council Meeting October 24, 2006 Page 9 of 16 start consolidating that, but even to those contracts that we put out so on our master pathway plan or if we even did a tree inventory that we would ask the consultant to bring it back in an application that we could do an overlay that would be compatible with our GIS programs and so that is some of the discussion that we are having preliminary, but it would be in conjunction with something like this. Pease: That is good because you can put (inaudible) on your suppliers to say give it to me like this so it fits your system and it just makes things a lot easier and they will do it. But you have to tell them otherwise they will just give you the standard format. So, we looked at physical security a little bit and that is one of your weaker areas. This city as a whole there is limited protection, so I am recommending almost immediately putting sort of an arm in an electronic entry. It is not too expensive. But things like your server cupboards (inaudible) for all your departments are here. There is no security on them and there is no real security on the city as whole and for (inaudible) fora $1,000 or whatever the number is - I would sleep much better if you just did something. So, that is a recommendation, like a (inaudible) recommendation. On the disaster recovery side, there is some disaster recovery in place, planned -there is a document that I saw, but it is focused more on if a server self destructs you can restore from the backups to another server. What I mean by disaster recovery is in the even of a disaster then you look at a department there are a set of services that they are expected to deliver day in and day out - if they (inaudible) out for five days for whatever reason, which of those services must continue and do we have a contingency plan to make sure that it can? So what I am recommending here is that each department sits down and looks at all of their services and sees what - I mean some of the backups could be a manual process, but at least make sure you have one. Tied into that it may be a greater use of (inaudible) generators where you identify you have to do some things to keep the services running. I looked at compliance and there is no compliance policies from a data perspective, so what I am recommending here is - if you look at all the legal systems there are a number of rules and regulations depending on from which view you look at it, but from a legal perspective quite often if you have a policy and you follow it, you are covered. So, I am recommending you put a policy into place and follow it and the policy may initiate and document what you do right now, but at least you have a policy that you follow and then you need to look at are there some rules from the government or from an audit perspective that you need to keep data for a certain amount of time, like financials and I think you covered that already -you have got like four years of financials. Once you determine the retention you require by document type then implement, archive and retrieval mechanisms such that you can get it if you need to and annual backups, which you don't have right now, but I am guessing you will need those. Support policies -there is no support policy right now. So, what I am suggesting you do is implement a service level agreement and a service level agreement and what that does is says the users have an agreement with IT and they will get a problem which they raise with IT turn around (inaudible) amount of time Meridian City Pre-Council Meeting October 24, 2006 Page 10 of 16 W depending upon the severity of the problem. Like if it is a critical problem, four hour turnaround; if it is a medium problem two day or whatever, but at least it is defined and part of that is what are the hours of support? At same stage you will need to go to (inaudible) hour support as the city gets bigger. You already have a number of people that work 24 hours, so you need to develop an on-call policy of some kind and then the last one there is there are silos of applications licenses, there are a bunch of them that Teny has and them some of the departments or finance may have the others. There should be a central point where you keep all the application licenses. So for development of applications then there are some standards that need developing and they are listed there. IT staffing - so competitive situation here and the current recruiting that Terry is trying to do - he is trying to get some people on board, so I am just recommending a salary benchmark here in this area. Bear in mind when you have a small IT Department you are trying to get the best people you can because you want somebody that knows all of these different things, so you need to attract and keep them -given the competitive nature of this geography with people like Micron and HP and Microsoft, but Micron particularly (inaudible) happening right now for IT - IT to plan the projects and staff and then we are going to introduce a technical questionnaire and practical to make sure you can recruit the right people and what I am suggesting from a budget perspective is you look at your permanent staff to cover 80 percent of your activities, the permanent activities that you need to cover internally, but for the peripheral activities, budget contract stuff don't try to staff it all with IT, it will just get too big and it is not cost effective to do it that way. Review the training that you give IT to try and build their skills so they can cover more of those things. (Inaudible--) Plan IT time, start using time sheets because right now it is react, fix the problem and then go onto next one. So, okay determine how much time is spent on these activities so that we can plan better and as the work goes out see how many more people we need or what we can cope with. Try and do progress reports and give back to departments. I think the situation where you are now, which is to turn it around in a day will not keep on going there will be a backlog, but when you get there you will be able to keep the departments informed on what the status of their issues are. Then prioritization of projects -projects are bigger things and as of right now they sort of sit there in a list of things that IT will get to if they can -typically they can't. What I am suggesting there is do department's need to be prioritized with the projects between them, so we know what is number one. Because if you ask one department it is theirs and if you ask another it will be theirs, but if there is a group they may agree on one. I think you will need to replace your help desk system next budget year. In the short term Terry has done some changes to try and capture time and do some of the things in the current system. IT profile - a number of activities here to try and push out where some of the activities that currently (inaudible). So, MIS Committee needs reforming - I think the IT Manager should be required to attend department meetings. I talked to Terry about visiting each department monthly to try and get a better relationship with the department managers and try and understand how his service is perceived and try and talk about the future and the things coming Meridian City Pre-Counci• eting October 24, 2006 Page 11 of 16 down the pike and what pain the department is experiencing so that Teny could go back and provide a better service. I think to require IT involvement in the strategic management team, which may be the same as the MIS, I am not sure. I would guess that you don't need two. Amore medium term is to look to raise the profile of IT, partly because technology is so important to all companies now a days and it needs to be there on every discussion point when you talk about where am I going and you really have to bring technology input into those discussions. This (inaudible) for consolidated applications IT are going to be your lead. So the next steps -confirm recommendation to be adopted. I suggest you appoint an owner for a set of recommendations because they tend to group themselves into areas. Establish -- if you need additional resource needs -dollars, staff, external help and create a communication plan and execute. I rushed through that. Questions? Wardle: Thank you, Kerrin. Council any questions? Okay one of the questions I have are what are standard contracts or services which could be utilized as opposed to adding a permanent staff member? Are there standards in the industries, such as cabling or install or is it all across the board? Pease: You can get in with anything you like. I mean, a supplier will put an agreement together with you for a number of hours per week for a particular type of scale set. You just have to be very careful in whom you select and that you believe they will give a good service to you. But, you can cover anything from programming to IT activities to - be careful with programming because that is sort of scary in trying to build up because if you do something and they go away again you lose the knowledge. So you have to be very careful on where you pick and choose these peripheral activities. I am guessing there will be a number of different suppliers and that would be part of Terry's job to find the best supplier for these types of jobs. Patemoster: I think that currently we (inaudible) some peripheral (inaudible). De Weerd: I am sorry, but you need to speak into the microphone. Patemoster: I think what I was saying is that we do use some peripheral suppliers at this point. I think four years ago when I started in this position, we didn't use as many peripheral suppliers as we do today, but we have gotten to the point that it is no longer feasible for the IT staff, given our current workload to go off and run cables. We don't typically do like our high end routers. We typically contract that out and it is quite expensive. I mean, we are looking - usually it is around $175 to $200 an hour to get somebody in, but typically to do that it is a very specialized skill and we need them probably less than 15 hours over a year, maybe 20 hours. So, it is worth spending $4,000 for that verses going and hiring somebody. So, I do think that we augment certain skill sets. Meridian City Pre-Council Meeting October 24, 2006 Page 12 of 16 Pease: I have just suggested that you know when you budget for the year then you identify which things you really are going to outsource and then get the best supplier for that. Rountree: Mr. President. Wardle: Mr. Rountree. Rountree: You had mentioned a couple of words that raised red flags to me. One was customizing and the other was that we need to develop development skills and I guess my concern is to what level that you anticipate because it would be my preference to lean towards cuts as much as we can and stay in support mode as opposed to getting off in the leading edge of the development and customization area. Pease: Yeah. So, the best approach is if you can get a package of everything you like. The chance of you getting that is pretty remote because you have so many different specialized departments to deal with and there may be some government type of solutions out there and I guess they will charge you an arm and a leg and they will give you 90 percent of what you want. There is a balance of being do I want to throw out everything I have got and replace it with a package? It is very expensive and very long time, two or three years to do that to move from where you are to a high rate of -there is some product that I brought in and then I will use some of my existing systems, which is what you do anyhow when you move to another (inaudible) system, but you have steps of integration. You may find in five years' time to replace it all. But, I wouldn't suggest you replace it right now. It is just too expensive and I don't think you could justify it, but what I am suggesting is you should move toward an integrated solution and the most effective manner from a cost perspective and a practical perspective. To me, customization could mean just a report. So, I think it is important to set some standards which says we won't modify a package that we brought in at all. I mean that could be a standard that you set. I used to be in a (inaudible) that provide packages, but we always used to recommend don't modify the package because when we bring an upgrade or something else, you can just upgrade it. But, you can (inaudible) around the edges to get different information out in your format. So, when I use customization I really think more of that rather than change the heart of the package. Does that make sense? Rountree: You identified 35 applications. How many individual data bases support that or do you have a bunch of little access data bases out there making all this stuff work and none of it talks to one another or do we have (inaudible) - Pease: Teny can probably talk better about that, right Terry? Paternoster: I think that out of those 35 applications, some of them don't have data bases at all. I think a lot of them - if I was probably to do the mix, I would • Meridian City Pre-Council Meeting October 24, 2006 Page 13 of 16 say that we have probably 10 applications that connect with sequel server data base back end of some sort. We have in that 35 applications, there are (inaudible) applications that aren't identified because we use volunteers. I mean Public Works uses a volunteer, they use Bob Fields and so does the Police Department and he is developing applications that don't necessarily integrate with anything else and so I think that that kind of goes along with what Kerrin was stating is that at some point the city needs to set a direction so that we say if we are going to use a volunteer, we are going to define how that will be programmed so we make sure that it goes forward verses taking us sideways, which is what is happening right now. It solves one problem, but it doesn't really take us any closer to city wide integration and making sure that the applications talk and that we can really use that information outside of that single application. Rountree: So developing that architecture is part of your strategic planning process that you are recommending to go through? Patemoster: Right. Pease: I think you need to know where you are going. I mean that is one of the decisions that you make, isn't it? I mean, that is part of the planning thing of recommendations. De Weerd: Mr. President. Wardle: Madame Mayor. De Weerd: I think that was a big piece of the discussion that was around the budget request in the Building Department is looking at something that was integrated and communicated with each other and that is one thing that MIS really needs to sit down and put a structure to. Wardle: Okay, Council, additional questions? Bird: I have none. Patemoster: I was just going to say a quick wrap up just to - Wardle: Okay, go ahead. Patemoster: There is two things that I wanted to just make remarks for. The first one is about packaged applications is that when Public Works had the Hansen people come in and give us a demonstration of that application that they were looking at, the interesting thing that I found was that the application was basically - let's say if you had a package that was $500,000, one third of that cost was the application. The rest of it was paying their programmers to custom develop it to fit into your organization, but there would always be a continued process of Meridian City Pre-Council Meeting October 24, 2006 Page 14 of 16 integration and customization that would have to take place in order for us to really utilize it and so I think that that vision of where we are going is just critical to make sure that we aren't wasting money and we are getting the most out of the money that we are spending. The other thing as far as these recommendations that Kerrin made is it is my plan to go back and if you look at the break out there are two different ways that Kerrin broke out the recommendations. He broke them out by city and then by IT. So, if -starting on page 32, he listed out recommendations that are city recommendations that the city really has to kind of take ownership of and then on page 33, it lists out information technology recommendations of things that the IT Department really needs to change and implement in order to make us more effective in the communication process. I think the one thing that, you know, I will admit freely is that the IT Department hasn't been very good at communicating with departments and I don't think departments have been very good with communicating with us, which I think a lot of this strategy is trying to address those communication issues so that we are not surprised with projects. I think that getting these two new staff members that we got approved through the budget last year will help because it will help allow me to ofFload some of those day to day issues of fixing people's printers, resetting passwords and those other things so that I have adequate time to devote towards really managing the department verses being the person who is providing the support, which I think has been lacking and so I think a lot of the recommendations in the IT portion that you will see are specific to more management type activities in order to make sure that we are driving it in the right direction because it is a much more effective use of my time. We can get interns to do help desk stuff, but really my training is in business. I have two business degrees. You know, my staff that I higher typically have business degrees because we are really focused on how to make business better, how to find efficiencies. So, my plan is to go back, devise a plan for we will implement these things and report back in a couple of months and just kind of lay it out for where we are at because some of them we already started the process, like with the IT Support form. I have already made marginal changes in order to make it more effective so at least we could get reporting out of it and track our time better. But there is other things that will take more time to really get into place and so if it is okay with the Council I would like to request to come back in a couple of months to discuss it further. Rountree: That would be great. Bird: I would agree with that. I would like to have the time to read through the information also and then be a little more knowledgeable when you do come back Teny. But, I think that is a very good idea. Wardle: I would agree Terry that two of the things that has jumped out at me and one is security and I think we need to address that and I am sure you are addressing that soon. Meridian City Pre-Council Meeting October 24, 2006 Page 15 of 16 Patemoster: I do want to make a comment is that you know when Kerrin said we don't have security -it's not that we don't have some security, but the security maybe isn't up to the level that it needs to be. There probably could be some physical changes that could be made. Wardle: I understand that. The fiscal security recommendation for what seems a cost benefit to me would be something I am sure this Council would entertain on an amendment standpoint. The second is data retention. As you are very well aware of we have been in a very high growth mode in the city and we are acquiring data at a rapid rate and so I think we definitely need to have some policies to tell us how we react to that data, where it is found, how long we keep it, when it is available, especially in regard to public records request and things like that. Patemoster: Absolutely. De Weerd: Mr. President. Wardle: Madame Mayor. De Weerd: We do have a subgroup that is formed, Teny is on it that will start looking at it and have something, some sideboards in place to have a discussion in January and a draft of a policy in January or it is scheduled in December and drafted in January. I know the Clerk's Office has been working on a number of things too. We do have a good group that is coming together and starting to really nail some key details to that. Wardle: Teny one of the questions that I have and you don't have to answer now, but how much of our data such as customer information is (inaudible)? I know that certain programs - I don't know the specific system, but certain programs don't have the ability to look back after an account has been changed and I wonder how much of that is happening and how much of that can affect our ability to look back from the future and see what is going on? Patemoster: I think that there is definitely data retention issues that need to be addressed from the electronic standpoint. We can talk about it - (Tape turned over) Patemoster: -- Kerrin has identified right now is from an IT perspective. Our real goal is to make sure that if the system was to crash today, can we get it back? If it was to crash - if we needed something from a month ago can we get it back? But, if you want something a year ago, we are not going to get it back. We don't have anything in place to get it back and I think that that goes along with this data retention policy as do we need to get it back? I think that needs to be determined. I appreciate your time. Meridian City Pre-Council Meeting October 24, 2006 Page 16 of 16 Wardle: Sure. Thank you, Kerrin. That brings us to end of our Pre-Council discussion. Is there anything further Council? Bird: Mr. President. Wardle: Mr. Bird. Bird: I move we adjourn. Rountree: Second. Wardle: It has been moved and seconded to adjourn. All those in favor. THREE AYES. ONE ABSENT. MOTION CARRIED. MEETING ADJOURNED AT 6:49 P.M. (TAPE ON FILE OF THESE PROCEEDINGS) APPROVED: \\11111 I11//////e ~ .'r TAMMY VVEERD, MA, R '°®°®%,~r _ ~~L - ~ " STED~ ,< < ,~~s~• b~N -, ~ I~J~~~irtii " 111111', lz, 5, ®~ DATE APPROVED G. BERG, JF~ CI~'1( CLERK October 20, 2006 MERIDIAN CITY COUNCIL MEETING APPLICANT REQUEST Discussion of Benefits for Fiscal Year 2007 by Bill Nary AGENCY CITY CLERK: CITY ENGINEER: CITY PLANNING DIRECTOR: CITY ATTORNEY CITY POLICE DEPT: CITY FIRE DEPT: CITY BUILDING DEPT: CITY WATER DEPT: CITY SEWER DEPT: CITY PARKS DEPT: MERIDIAN SCHOOL DISTRICT: ADA COUNTY HIGHWAY DISTRICT: SANITARY SERVICE COMPANY CENTRAL DISTRICT HEALTH: NAMPA MERIDIAN IRRIGATION: SETTLERS IRRIGATION: IDAHO POWER: US WEST: INTERMOUNTAIN GAS: MERIDIAN POST OFFICE: OTHER: Contacted: Date: Phone: Emailed: Staff Initials: AAatedals presented al pubnc meetln~ shorn become properly oV the CNy of Medan. October 24, 2006 ^~ ITEM NO. 3 COMMENTS Note: This ~ a tx~mparlson only, not to supersede carrier contrail. `Refer to BCI Notice of mandated changes. ~of Meridian 21Q1l7 Plan Year Renewal City of AAeridian Dental Plan Effective January 1, 2007 1nd~ia~al f~dudible $50 $~ Family deductible $150 $150 ~-1'JbSln'ant7a Preve~ve *1009'0 *100% BASIC 80% 130°/6 Major 50q~, ,r~% anal Maximum $1,250 $1,250 G7 riling Periods Preventive Basic Majar +oflmertt Requlrmrrrates No Waiting Periods No Wetting PIO Wafting Periods 100% of all eligible members No Wa[iing Periods No Watring Periods No Wang Periods 100% of all efigtble m~nbers Emproyee 61 $33.10 $35.40 #35.09 ~p~Y~l 57. $66.30 $70.95 $70.30 Employee/5p~e/(~rlid 25 X5.75 $91.75 $90.90 ~P~Y~/Chifdren 80 $100.55 $107.60 $106.60 F.mPloyeeJCt~ld 20 $5250 $56.20 $55.65 Em tTrildren 1.8 7.55 72.30 71.60 TOTAL Premium ~17,3~A0 #18,534.14 $18,36Z.3fi TOTAL Annual Prmnium 1~i2 207 80 $ .20 X220 88 le Over drrrent RaEes 7Ai% 6A2a/o ~Nem 7M.a.duNw. h waterers fee pmwettw wrrroaw ltoultne exams, deanings (1 every 6 months), fu10 mouth x- Routine exana;, deanings (i every 6 monti~.s), full raY (i ~rY 5 Y~~), Bltevvirrg x-rays (1 every 12 mOntits), mouth x ray {1 every 5 y~ts), Bit~uing x-rays (1 fluoride treatrrreret (1 every 12 months fior ddidren under every 12 months}, fluoride treatrrrent (1 every 12 ZO months for drAdren under 20 R~ingS, extractions, root canals, Periodont>cs, periodorrtal RBings, extractlorLS, root Canals, periodontics, leanings (1 every 6 months reshicts against ba~c leanings I deanings (1 every 6 months restricts within same time period), sealants (once per tooth every 3 agaire,t basic cl~rdngs within same tirrx, Period), years for chi~iren under age 16) lams (once per tooth every 3 years far children under age 16} statruess strel onlays, laminate veneers, ar Cr+anvrts, stainless steel taowns, onlays, laminate bridges (on same ter every 7 years), partials ar dents wrmears, or brl~es (on same tooth every 7 (i time per arch every 7 years) years), partials ar dentures (i time per arch et~}r 'rYas~ a aompaHaon ~ balt~ Dory; rat to wpewede tarns tnnEr~t • City of Meridian 20117 Renewal Report City of Meridian Executive Summary The renewal conditions are based on Blue Cross of Idaho's Notice of Changes being implemented effective January 1, 2007, a copy is attached for your reference. _._ .... ~.~.~.~.~~ a _~.. .. ...~ .._ Delta Dental issued they initial renewal requesting a 7% increase to the current rates for the 2007 Pian Year. Mercer requested rate relief and after underwriting reviewed their calculations based on the City's curre~ t '~ claims experience would only come down 1 % to bring the renewal to a 6% increase. This represents a `I $12,503.88 increase in premiums to the City. The Delta Dental community rated pool increase is averaging 8% increases. Business Psychology Associates (BPA) had previously provided a 2 year rate guarantee keeping the $1.65 pepm ~ i in effect through December 31, 2006. Effective January 1, 2007 an increase from BPA requesting a 3.03% taking the rate to $1.70 which represents an overall $148.80 annual increase of premium. The City implemented the current vision plan with Vision Service Plan (VSP) on January 1, 2001. Blue Cross of Idaho administers and consolidates the billing with the medical plan. h There will be no premium increase for this program for the 2007 Plan year. - - -~i ` m _... a -~n.., r..~ _...._ _ ._ ~. _ v ~ City of Merfd~an : 20©7 Retaewal Report ~- . _.'' ~ ~~ ~,S y t ~ L? ~..+~~~r?af>-C.~, Y P ~7 _ 1 'i ~' 1 :4cer 14:::v W: ~ f n ... . ___ -. I !. r ' United. Herita a rovides the Crrou Short Term Disabili STD Lo Term Disabili TD Gro Life ' g P P ty t )~ n8 tY ~ }~ uP , ~,~' AD&D, Dependent Life, Voluntary Life and Voluntary AD&D coverage for City of Meridian as of January 1, '' 2005. '' The United Heritage had previously provided a 2 year rate guarantee through December 31, 2006. The rates ~I for the 2007 Plan Year are identified as follows: SHORT TERM DISABILITY: $0.19 per $10 of weekly benefit -this represents a $0.01 increase compared to 2005 - 2006 Plan Years. LONGTERM DISABILITY: $0.42 of covered payroll -this represents no increase over the 2005 - 2006 ~' Plan Year. GROUP LIFE & AD&D INSURANCE: $0.18 per $1,000 of Life Insurance coverage and $0.05 per $1,000 of AD&D coverage -this represents no increase over the 2005 -2006 Pian year. VOLUNTARY LIFEIAD&D INSURANCE: Rates wall vary basil on age and amount of coverage. -the rate offered for the 2005 - 2006 Plan Years will remain the same with no increase for the 2007 Plan Year. d ~ : ~. r a Xpress Flex, formerly Payroll America FLEX, administers the Section 125 lan for the Ci . Thisc lan was first P ty P implemented January 1, 2001 with the employees paying the administration fee to participate. The City determined they would pay the $5.50 pepm ariminirtr~3tion fee beginning January 1, 2005 as a way to encourage the employees to participate in this program. ` The administration rate of $5.50 pepm will not increase and continues through December 31, 2007. ....r.-w.._T..,.._ ~m -T"" _. m`y r ~. _ ,~ ~ _ -.~.__.~_ _ _._. ~ ~__ 44~N -1 ~. nbW.~,.~~ _Y- ,.cam' t _._~.. ~.~.... is ~'! Mercer Health & Benefits requested proposals from 2 other carriers that do a very good job administering a Secfiion 125 program. We received proposals from Discovery Benefil~ and Manley Administrative Services. The pricing from both carriers is very competitive while each company offers various strengths. We will ` provide you with a comparison of all services and fees to discuss in greater detail. .. _ _. . ~ :~;; C = ~~ '_: R O L ~~ d G W n ~~ ~ ~ ~ ~, ~ ~ ~ ~~~ '~~ ~ ~ ~ ~' ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ g E p~ 111 ~ rl ~ N o o ~E~ ~ ~ c~-~ ~ o. ~•. N tC ~ N ~ ~ CD ~ ~ N n ~ 00 d^" O~ 0 I~ ~ N ~ ~ ~ ~ O 10 a N ,~ N N N ~ ~ N ~ +~-1 a~i ~ ~ r1 00 ~ ~~ C d N a N o N o U o N ao .~ ~ ~ ~ 0 ~~ N p ~ Q pp pp I'~ L~r1 ~ ~ ~~pp 0 ~ ~ O '~ ~ ~ ~ ri ~ rl tvV ~ N th ~ O ~ Lft ~ M M ~ ~ {~ IC ~ N ~ ~ ~ ~+ dF N pp CD ~ ~ t~A ~ ~ ^^pp N ~ ~ ~ ~ ~ ~ ~ M ~ `g + ~ tM! G ~ ~"^ !~ _. ~ ri o N .~ e~r ~ M ~-~ ~ ~~- V ~ ~ N m' - = d Gi N H ~ ~ ~ a x x x x 1g Q1 °n ~ 'p ~ ~ ~ C L m L ~ ~ ~i.~ m ~ ~ ~ ~ ~ - ~ 4 = A Personal Report of Employee Benefits CITY OF MERIDIAN Prepared for: Payroll ID#: x~ooc Department: MUGS Position: Bllling Accounting Clerk From: 01/01/2006 to 12/31!2006 This report is designed to supplement employes benefit plan information and documents by providing you with specific benefit cost data. If salary changes so will the value of benefits. ANNUAL COMPENSATION SUMMARY ''... ~O'T;+4L A,NNII~kL ~EI'I~I~IT Ohl BCE ~A~17Ye $ ,8~~4f>:13 _.. -- - ,. ;- _..: . `'~'IE#'~"~NNt,IAt,"~Id`~': S to{~ ~ ... ~t'•1~~C5i~t~S°t'C~~lSli~,;~?~; :' .6~"~`;d. , t1 ~(~ Grp _ Jam. q ... N~strr8' ~~ _ : , : D~-`T~ OF tiFRE: i;3T~E '~~`P~:~YEO. THIS IS WHAT THE CITY PAYS FOR YOUR BENEFITS ANNUALLY SOCIAL SECURITY $ 1,655.40 MEDICARE $ 387.15 WORKERS COMP. $ 178.89 RETIREMENT PLAN $ 2,774.13 HEALTH INS. EMPLOYEE $ 4,284.00 DENTAL EMPLOYEE $ 397.20 HEALTH INS. FAMILY $ - DENTAL FAMILY $ - STD (Stutrt Term Disability} $ 66.62 LTD (Long Term Disability) $ 112.14 LIFE INSURANCE $ 72.00 EAP (Employee Assist. Program) $ 18.60 OTHER BENEFITS EMPLOYEES RECEIVE ANNUALLY $ Value of Benefit HOLIDAYS 80 HRS $ 1,026.88 SICK LEAVE 96 HRS $ 1,232.26 VACATION 96 HRS -1st yr $ 1,232.26 `NOTE: Vacation varies to years of servlce- Refer to benefit information sheet fmm Human Resource F ftle, forms, Rpt of Benefit Cast-New Employee Note: This ~ a comparison ply, not to super carrier ocntrad. 'Rater to BCI Nofice of mandated dtenges. 4~of Mer<dtan 2~7 Ptan Year Renet+mal • City of Meridian Dental Plan Effective January 1, 2007 rrxtirridual Deductible $50 $so Family Deductible $150 $150 r?s~uranaa Preventlve *100°!0 *1009~0 Bask >i096 80% Ma,1ar 5496 5095 meal Maximum $1,250 $1,250 Basic ni' Swervta~ citing Periods Preventlve Bask Ma,~ar Rsqulr®mmrts Mantldy Prmnlum Routlne exam, deanings (i every 6 months full mouth x Roubtne exam, deantrrgs (1 every 6 montlis}, fup ray (1 every S years), Blbewing x rays (1 every 12 montl~s), mouth x ray {1 every 5 years), mowing x rays (1 fluoride treatment (1 every 12 morrii~s for ctildren under every 12 months}, fluoride trentrrrent (1 every 12 e ZO months for drpdren under 20 ROh~gs, e~td'adions, root coals, per>orlontlcs, periodon~ Flings, extracrlo~, row canals, periodontics, deanings (1 every 6 months new against basic deantngs ontal deanings (1 every 6 months restricts vdtlttrt same time period}, sealants (once per tooth every 3 agalr~ basic deanirrgs widUn same time period), years for dttldren under age 16} lar>ts (arroe per tooth e~y 3 years for d-Ildren tuxi~ age 16} Crotiwrrs, ~ainiess steel , oNays, laminate veneers, or Gvvuns, winless steel crowns, ontays, lamirwte bridges (on same tooth every 7 years), partlats or der>tures ver>eers, or brides (~ earns tooth every 7 (1 tlme per arch every 7 years) years), pardais or den4nes (1 tl~ per arch every No Waiting Periods No Wafting Periods No WalOng Periods 10096 of all eligible members No WaFffng Periods No waidng Periods No Waftlng Petiais 100"An ~ all eligible members 61 $33.10 $35.40 $35.09 51 $66.30 $70.95 $70.30 Z5 X5.75 $91.75 $90.90 80 $100.55 $1OR60 $10&.60 20 $52.50 $56.20 $55.65 342 $17,320.40 ~ $18,534.10 ~ ;1$,383,39 ~InoreaseJDe Over Current Rates ~ ~ ~ 7A1% ~ 8.020!0 ~ Muemn lie a.aoetler. r..rmwa tar pm~anuw «rrrer. TWs~a aa~arison ~bPatdimaa~y, ratm supmaedecarn~ oontrxt. ,t a ,~ r~ . _ . .._ ~~ ..~ ; Ciry o, f Meridian f 2(107 Renewal Reparf City of 1Vleridian r' . ~. ,, ~ .. _. Executive Summary ;` Mercer Health & Benefits appreciates the opportunity to present City of Meridian with their 2007 renewal '' report. The intent of this report is to inform the Employee Benefits Committee of the proposed renewal rates. ~ ;~ y ._ ~_ _ ~ ,~_ __ i ~: Blue Cross of Idaho {BCI) issued the initial renewal for the City of Meridian's 2007 plan year proposing not to r increase the rates to the current PPO Plan design. Mercer evaluated the renewal and negotiated with Blue Cross to reduce the renewal rates by 2% bringing the i overall rates to a 1.96% reduction over the current, which represents a $43,365.00 savings to the City. j Since the renewal was a decrease to the current premium it was determined not to market the plan or seek =~,`' ` alternative proposals. ~~ The renewal conditions are based on Blue Cross of Idaho's Notice of Changes being implemented effective January 1, 2007, a copy is attached for your reference. Delta Dental issued their initial renewal requesting a 7% increase to the current rates for the 2007 Plan Year. '> Mercer requested rate relief and after underwriting reviewed their calculations based on the City's current 'J claims experience would only come down 1 % to bring the renewal to a 6% incr~se. This represents a i $12,503.88 increase in premiums to the City. ~,: The Delta Dental community rated pool increase is averaging 8% increases. i ~: Business Psychology Associates (BPA) had previously provided a 2 year rate guaranty keeping the $1.65 pepm t in effect through December 31, 2006. F,ffective January 1, 2007 an increase from BPA requesting a 3.03% taking the rate to $1.70 which represents an overall $148.80 annual increase of premium. --- ., The City implemented the current vision plan with Vision Service Plan {VSP) on January 1, 2001. Blue Cross of Idaho administers and consolidates the billing with the medical plan. City of Meridian "r 2007 Renewal Report t r ~ ~ ti a ° ~ ~ ~' a~ i i,"~ 1~ ~ ~ 4 4J~' r ~ i i 1 1 i .'ti:.k~~h't y~.. ;;~ ~V~ -~-'-~~_- .'~ t~.ti aa'.v~ei~ ,. ----ram- ~' -~t-i~-~ ~: .~,-=-.~3: ~ r United Heritage provides the Group Short Term Disability {STD), Lang Term Disability {LTD}, Group Life, ' AD&D, Dependent Life, Voluntary Life and Voluntary AD&D coverage for City of Meridian as of January 1, 2005. ~~ The United Heritage had previously provided a 2 year rate guarantee through December 31, 2006. The rates for the 2007 Plan Year are identified as follows: SHORT TERM DISABILITY: $0.19 per $10 of weekly benefit -this represents a $0.01 increase compared to 2005 - 2006 Plan Years. ,LONGTERM DISABILITY: $0.~2 of covered payroll -this represents no increase over the 2005 - 2006 Plan Year. GROUP LIFE & AD&D INSURANCE: $0.18 per $1,000 of Life Insurance coverage and $0.05 per $1,000 of AD&D coverage -this represents no increase over the 2005 -2006 Pian year. VOLUNTARY LIFEJAD&D INSURANCE: Rates will vary based on age and amount of coverage. -the rate ~ offered far the 2005 - 2006 Plan Years will remain the same with no increase for the 2007 Plan Year. } _ . . ~ c-;: ti,-- "'Y y •'c- tg 5'`.y ~'~_`'.T:-... ,:-. ~~... :~_z _~z..w - T*-_ - __ - - _- __ " -~l _ ~a, __._.._ _~~,,-~ Xpress Flex, formerly Payroll America FLEX, administers the Section 125 plan for the City. This plan was first '. implemented January l , 2001 with the employees paying the administration fee to participate. The City ~'' E determined they would pay the $5.50 pepm administration fee beginning January 1, 2005 as a way to encourage ~ ;, the employees to participate in this program. ~, ~, The administration rate of $5.50 pepm will not increa~ and continues through December 31, 2007. Mercer Health & Benefits requested proposals fiom 2 other carriers that do a very good job administering a Section 125 program. We received proposals from Discovery Benefits and Manley Administrative Services. The pricing from both carvers is very competitive white each company offers various strengths. We will ` provide you with a comparison of all services and fees to discuss in greater detail. ['. f~ ~_.-:~! ~., C ~ td .~ 'C~ ~~' 3 ~ ~ ~ _ d o °~ ~~ ~" V ~ ^1 N ~'o x; 4 C7 ~ QI !~ ~ t~ 6~ ;.. ~ ~~' ~ r~ e~v .~ c9a `~ ~ ~ ~ 'm` ~, .~ ~~ ~! ~ E ;~ ~ e+~ ~ o o~ ri ~ N o o ~ ~E~ ~ ~ c~~ ~` Q d '~ rQi °~ 3 ~v °~~ ~ °a~ ~ ~ ~ ~ , N n , ~ OO ~ , O~ O , Ipp~pp Lfl gNq-- to , ~ M ~ ~ a ~ O t0 ~ t C N *" N N N ~ ~ N ^ ti~-1 t"y rl 00 N ~~ 4 N o N o N o m o N ao .~ ~ ~ ~ 0 '~ ~ N ~~ p C~ p I~. ~ G^O N O ~ 0 ~ ~ ~ ~ ~~ p„ ~ C N !1 ~ ~ ~ N f~ ~ N pp OD taD. pp ~t 1~ ~ ~~pp Op ~ ~ ~ N i OD 'm' O 01 frf N ~ t~1 t ~ ~ ~? ~ 3 r ~ 0 ' ' ~ N ^' h ~ N ~ ~ ~f d 1 r i V ~ N ~ a ~ a at a~ i ~. ~ '~ ~ ~ i m x x Y 1 ~ ~ ~ ~ Q C L m 'r .G - ~ OD d ~ i.~ m $ ~ ~ 07 Q T ~ g F- Ll 4 _ ~ ~ 1 U i A Personal Report of Employee Bene~~ts CITY OF MERIDIAN Prepared for: Payroll IO#: x~ocx Department: MUGS Position: Billing Accounting Clerk From: 01/01/2006 to 12/31!2006 This report is designed to supplement employee benefit plan information and documents by providing you with specific benefit cos# data. If salary changes so will the value of benefits. ANNUAL COMPENSATION SUMMARY `' :; T,O-T'AL"'f~iU1~c,L ~EMdEFIT i;1,N ~il°` S4?kl.:~sF~Y: $ ~,fY'13 r ;= `Ti3l~PINt~~~:~,,R4": $ ~~CidOfl ; ~ 4~111,~~T.~°1'C~'~`l~~F3'1?•';~ .` .3~"~~, ,. '~Ti~`~A#.:C~!l~ -.'L'ION '`~ ~5~13 ~~_ , ` , ..,~::::. ..` .:. _D~`~ OF t~4f~: f)1atE 1~'»{t!l~E.~3rE~. THIS IS WHAT THE CITY PAYS FOR YOUR BENEFITS ANNUALLY SOGIAt. SECURITY $ 1,655.40 MEDICARE $ 387.15 WORKERS COMP. $ 178.89 RETIREMENT PLAN $ 2,774.13 HEAt.TH INS. EMPLOYEE $ 4,284.00 DENTAL EMPLOYEE $ 397.20 HEALTH INS. FAMILY $ - DENTAL FAMILY $ - STD {St-ort Term Disability} $ 66.62 LTD {Long Term Disability) $ 112.14 LIFE INSURANCE $ 72.00 EAP (Employee AssLst. Program) $ 18.60 OTHER BENEFITS EMPLOYEES RECEIVE ANNUALLY $ Value of Benefd HOLIDAYS 80 HRS $ 1,026.88 SICK LEAVE 96 HRS $ 1,232.26 VACATION ' 96 HRS -1st yr $ 1,232.26 'NOTE: Vacation varies to years of service- Refer to benefit information sheet from Htunan Resource F Ste, forms. Rpt of Benefft Cost-New Employee Cit~of Meridian 2007 Plan Year Renewal t_ MEDICAL PPO In-Network (Out-of-Neatw~rk) PPO In-Netvl~rk (Out-of-Network) In-Network Office Co-Pay $20 ded/coins $20 ded/coins Individual Deductible $250 $250 Family Deductible $500 $500 Co-Insurance 90110 70/30 90/10 70/30 Individual Out~f-Pocket Maximum $1,500 $3,000 $1,500 $3,000 Emergency Room 90/10(70/30) after deductible 90/10 (70/30) after deductible Hospital 90/10 (70130) after deductible 90/10 (70/30) after deductible ellness/Preventive Care $20 (not covered) $20 (not covered) Maternity 90/10 (70130) after deductible 90/10(70130) after deductible Out-Patient Physicial Therapy 50/50 after deductible $2,000 combined maximum speech, ocxupational and physical therapy (NOT COVERED) 50/50 after deductible $2,000 combined maximum speech, ocxupational and physical therapy (NOT COVERED) Chriopractic (Ssoo max. per cal.yr) 90/10 (50/50) after deductible 90/10 (50/50) after deductible Prescription Drug (30 oay supply) $10 generic - $25 formulary brand - nonformula brand $10 generic - $25 formulary brand - nonformul brand Preview Yes Yes Vision see nd~ bNor Yes Yes Mental Health Inpatient (up to 8 days per cal. Yr) 50°/s after deductible Not Covered 50% after deductible Not Covered Out-Patient (up to 20 visits per cal. Yr) -. 50% after deductible Not Covered 50% after deducible Not Covered Em to ee 47 $350.05 $343.05 EE+S use 56 $764.85 $749.55 EE + Child 17 $516.65 $506.30 EE+ Children 16 $613.85 $601.55 Famil 112 $918.50 $900.15 Month/ Medical Cost $180,760.60 $177,146.85 nual Medical Cost $2,169,127.20 $2,125,762.20 Increase over Current Rates 248 .Z,00% Composite PEPM Cost Em to ee 47 _ - _ $728;87-_ - - _ $6.95 $714.30 $6.95 EE+S use 56 $10.70 $10.70 EE +Child 17 $10.70 $10.70 EE+ Children 16 $18.35 $18.35 Famil 112 $18.35 $18.35 Month/ Vision Cost $3,456.55 $3,456.55 nnual Vision Cost $41,478.60 $41,478.60 Increase over Current Rates 0.00% Emplo ee 268 $1.65 $1.7U r - __ --- Month/ EAP Cost $409.20 $421.60 nual EAP Cost $4,910.40 $5,059.20 Increase over Current Rates -. ..- Emplo ee 7 358.65 3.03% $351.70 EE+ Spouse 56 $777.20 $761.95 EE + Child 17 $529.00 $518.70 EE+ Children 16 $633.85 $621.60 Family 112 $938.50 $920.20 Month/ Combined Overall Rates $184,626.35 $181,025.00 nnual Combined Overall Rates Increase over Current Rates $2,215,516.20 $2,172,300.00 -1.95% Corn osfte PEPM Cost $744.46 $726.94 Note: This is a comparison only, not to supersede carrier contract. `Refer to BCI Notice of mandated changes. City of Meridian Dental Plan Effective January 1, 2007 Deductible Individual Deductible $50 $50 Family Dedud9ble $150 $150 Co-Insurance Preventive *100% *100% Banc 80% 80% Major 50% 50% Annual Maximum $1,250 $1,250 Deflniition of Servlo>~ Preventive Routine exams, cleanings (1 every 6 months), full mouth x- Routine exams, cleanings (1 every 6 months), full ray (1 every 5 years), Bitewing x-rays (1 every 12 months), mouth x-ray (1 every 5 years), Bitewing x-rays (1 fluoride treatment (1 every 12 months for children under every 12 months), fluoride treatment (1 every 12 age 20) months for diildren under age 20) Basic Fillings, extradions, root canals, periodontics, periodontal Fillings, exbadions, root canals, periodontics, cleanings (1 every 6 months restrids against basic cleanings periodontal cleanings (1 every 6 months restrids within same time period), sealants (once per tooth every 3 against basic leanings within same time period), years for children under age 16) sealants (once per tooth every 3 years for children under age 16) Major Crowns, stainless steel crowns, onlays, laminate veneers, or Crowns, stainless steel crowns, onlays, laminate bridges (on same tooth every 7 years), partials or dentures veneers, or bridges (on same tooth every 7 (1 time per arch every 7 years) years), partials or dentures (1 time per arch every Waiting Periods Preventive No Waiting Periods No Waiting Periods Basic No Waitlng Periods No Waiting Periods Major No Waiting Periods No Waiting Periods Enrollment Requirements 100% of all eligible members 100% of all eligible members Employee 51 $33.10 $35.40 $35.09 Employee/Spouse 51 $66.30 $70.95 $70.30 Employee/Spouse/Child 25 $85.75 $91.75 $90.90 Employee/Spouse/Children 80 $100.55 $107.60 $106.60 Employee/Child 20 $52.50 $56.20 $55.65 Fm to ee Children 15 67.55 72.30 71.60 TOTAL Montlrly Premium $17,320.40 $18,534.10 $18,362.39 TOTAL Annual Premium 242 $207,844.80 $222,409,20 $220,348.68 Increase/Decease Over Current Rates 7.01% 6.02% .per nun ~dndible ~ watvea ror prevmrci~ wrvvi~a. This Is a cornpaASOn or benefit ony, not to supersede carrier contract. • • c o. ~ E a +~ ~ ~ ~ ~ ~ ~ ~~~ ~ ~ ~ ~ ~~~ ~~fi~ ~ g C ~ ~ ~ ~ ~a ~ doo ~~ ~ ~ ~~ ° '~`~ `^i'' m ~ ~~ -~ ~ ~ ~ z ~ ~, ac a ~ ~~z z o m c ~ ~ '~ N ~~ ~ ~ ~ F ~ m m m +~D~-~,aS~ ~ ~ ~g a ~ tg$~ 33 p O~~Na6~ ~ MQQ ~ ~~DO c c ~ ~i~ '"~~ii ~" ~~~~ o "" ~ dd ~ O EnE 7 ~ u 0 • c ~ E c ~ $S ~ $ `" y > >>~ ~mm'm ~>>~ ~~ a oo0 a _ ~n~ia0 '~ ~ ~ ~ a ~ 9f~ ~ ~'~ o., ~ z ~~ ~ n a ~ ~ n ~ Z ~W a F d a as ~ ~ g ~' ~ _ ~ ~ ~ ~ ~ ~ ~ a ~ .~ ~ ~ c ~e ~ ~ ~ ~~ ~ a ~ ~' ~ ~ ~ as o as ~ $ c~j~ ~o o¢~c c ~~ v ~ ~ H EE ~ n~ ,~ ~ .~' ~ ~ o ~ ~~ii yo~c E ~c`Ua~~'~^E~a~c°'~~co~C ~ ~ E ~ ~ ~ ti ~ ~ ~ ~° ~ SW yu~u7g~ ~~° ~ cOU~7 ~ ~E c a~ ~ ,7 ~a +~~~} - a cE c ~ ~. ~ v~i~~ ~~ a O c ~ ~. ~a v '~ ~O To u i. ~] - ~ to z O > C7 ~ E ~ City of Me~adian I 2007 Renewal Repot City of Meridian ~. t. _ ~~ - F e .,,w.:,... ~;. ~ ~ a ~ ~ _a Executive Summary Mercer Health & Benefits appreciates the opportunity to present City of Meridian with their 2007 renewal report. The intent of this report is to inform the Employee Benefits Committee of the proposed renewal rates. . ,.. _ ~. Blue Cross of Idaho (BCI) issued the initial renewal for the City of Meridian's 2007 plan year proposing not to increase the rates to the current PPO Plan design. Mercer evaluated the renewal and negotiated with Blue Cross to reduce the renewal rates by 2% bringing the overall rates to a 1.96% reduction over the current, which represents a $43,365.00 savings to the City. Since the renewal was a decrease to the current premium it was determined not to market the plan or seek alternative proposals. The renewal conditions are based on Blue Cross of Idaho's Notice of Changes being implemented effective January 1, 2007, a copy is attached for your reference. `~ 1 ~ 1 b~ F - F' ~.. it ~ ~~ $ ~•-}7 3 F• ~ 1 ~- Delta Dental issued their uutial renewal requesting a 7% increase to the current rates for the 2007 Plan Year. Mercer requested rate relief and after underwriting reviewed their calculations based on the City's current claims experience would only come down 1 % to bring the renewal to a 6% increase. This represents a $12,503.88 increase in premiums to the City. The Delta Dental community rated pool increase is averaging 8% increases. '~. << F', i ~q k'r~~d-''` a m ~ ~ "fir " - - ra ~ ~_ , ~ . ~ a~ - 3~~ ~ -, ~_ ~ - " ~ ` a v ~ ;~r:~ag ' E '. Business Psychology Associates (BPA) had previously provided a 2 year rate guarantee keeping the $1.65 pepm in effect through December 31, 2006. Effective January 1, 2007 an increase from BPA requesting a 3.03% taking the rate to $1.70 which represents an overall $148.80 annual increase of premium. I, - ,~. - r fi :~ x - F' ~~ The City implemented the current vision plan with Vision Service Plan SP on Jan 1, 2001. Blue Cross ~' (V ) ~Y of Idaho administers and consolidates the billing with the medical plan. `I There will be no premium increase for this program for the 2007 Plan year. ~' {' - .~s ^, - - .- _ -. : _.~. w ,__ ._ _ ~~h: t.-~~ - ~ - _~~ ~ ~ _ - - • City of Meridian _ 2007 Renewal Repot o E. ~ _ _ 6a7~11~J1~1 ~~ W a.,"~~ r ~ c~~ ~~~~~9~~ ~~~~ ~~ i~^~~ i jam= ` A ~~ t- ~ ~"- ~• -~-- ~j ;' United Heritage provides the Group Short Term Disability (STD), Long Term Disability (LTD), Group Life, i ~ AD&D, Dependent Life, Voluntary Life and Voluntary AD&D coverage for City of Meridian as of January 1, ~' 2005. The United Heritage had previously provided a 2 yeaz rate guarantee through December 31, 2006. The rates for the 2007 Plan Year are identified as follows: SHORT TERM DISABILITY: $0.1 ~ per $10 of weekly benefit -this represents a $0.01 increase compazed to 2005 - 2006 Plan Years. LONGTERM DISABILITY: $0.42 of covered payroll -this represents no increase over the 2005 - 2006 Plan Yeaz. j GROUP LIFE & AD&D INSURANCE: $0.18 per $1,000 of Life Insurance coverage and $0.05 per $1,000 of AD&D coverage -this represents no increase over the 2005 -2006 Plan year. VOLUNTARY LIFE/AD&D INSURANCE: Rates will vary based on age and amount of coverage. -the rate offered for the 2005 - 2006 Plan Years will remain the same with no increase for the 2007 Plan Yeaz. Xpress Flex, formerly Payroll America FLEX, administers the Section 125 plan for the City. This plan was first ~ unplemented January 1, 2001 with the employees paying the administration fee to participate. The City determined they would pay the $5.50 pepm administration fee beginning January 1, 2005 as a way to encourage the employees to participate in this program. The administration rate of $5.50 pepm will not increase and continues through December 31, 2007. m ~; - ,~ - - - - : - - 1 ;"~ ~~t~ ~I~' ,I, ~ ~; Mercer Health & Benefits requested proposals from 2 other carriers that do a very good job administering a Section 125 program. We received proposals from Discovery Benefits and Manley Administrative Services. The pricing from both carriers is very competitive while each company offers various strengths. We will provide you with a comparison of all services and fees to discuss in greater detail. L ~ ~ ~~ ^~ Y. ~wL' W ^~ ~' V ~ ~ a O N c a~ ±.• W ~ ~ ~' W ~ O 'O N tA 0 0 0 0 0 0 0 0 .0 0 `g ,~,, ~.~ U1 ~ 0 0 0 C C Q ~ ~ a N ~ M O N . ~ " (~•~ M N Q N LL ~ ~ N ~ © OD 00 O O O 00 M tD O O O O --pp N ,~, N ~ ~ p~ M M LOf] 0 00 ,~-i M N 0 0 ~ ~ ~ ~•~ ~ ~ ~ Q s Q ~ ~ O N 00 tC O IC O N OD .-1 ~ GO OD N ~ ~j ~ N ~ 00 d1 1~ O N ~ tC ~ ~ iI ~ ~ Q1 :~ ^ I.f) O CI' r-I O Lf1 L ff N t O I~ M Lf1 ~ ~ '1 O O 1a ~ '-I N d' N M +-i Q 7 ~~ rl ~ ZV N ~ ~ , ~ N~ o N o N o ~U o N ao ri ao CO N ~ ~ I~ Gci 00 0i 1~ N t0 ~ • ~ ~ ~ N d' ~ N M ~ Q ~ O .-1 N H ~ C N ~ • ~ a N ilF o N o 00 o ~0 o 'Cr in to o0 00 ~' I~ ~ OO O M N tO f 0 ~ • ' ~ N M ~ ~ ~ r~-I N d Q ~ V C N d 'd' ~ N iA- .°c ~ _ _~ a~ a~ a~ a~ i Q' ~ 0 `~ ~ a (~ ~ a~ ~ ~ '.~ •L ~ o t Q o = a~ x a~ x a~ = m o o ' c c c c ~ ~ v~ » » ~ m > >. a~ c 'v p dS J ~' ~ ~ ~ c ~ a ~ m' ° ° o ~ ~ ~ ° '~ ~ ~ ~ ~ o s~ ~ o -~ ~ o ~ ¢a¢ o ~ ~ = o A Personal Report of Employee Benefits CITY OF MERIDIAN Prepared for: Payroll ID#: ~oooc Department: MOBS Position: Billing Accounting Clerk From: 01/01/2006 to 12/31/2006 This report is designed to supplement employee benefit plan information and documents by providing you with specific benefit cost data. If salary changes so will the value of benefits. ANNUAL COMPENSATION SUMMARY TOTAL ANNUAL BENEFIT ON BASE SALARY: $ 9,946.13 TOTAL ANNUAL SALARY: $ ' 26.700.00 °1o BENEFITS TO ANNUAL SALARY: 37.25% *TOTAG COMPENSATION: $ , 36,646.13 .(Using Base'.Salary) DATE OF HIRE: ONE-YEAR EMPLOYED THIS IS WHAT THE CITY PAYS FOR YOUR BENEFITS ANNUALLY SOCIAL SECURITY $ 1,655.40 MEDICARE $ 387.15 WORKERS COMP. $ 178.89 RETIREMENT PLAN $ 2,774.13 HEALTH INS. EMPLOYEE $ 4,284.00 DENTAL EMPLOYEE $ 397.20 HEALTH INS. FAMILY $ - DENTAL FAMILY $ - STD (Short Term Disability) $ 66.62 LTD (Long Term Disability) $ 112.14 LIFE INSURANCE $ 72.00 EAP (Employee Assist. Program) $ 18.60 OTHER BENEFITS EMPLOYEES RECEIVE ANNUALLY $ Value of Benefit HOLIDAYS 80 HRS $ 1,026.88 SICK LEAVE 96 HRS $ 1,232.26 VACATION 96 HRS - 1st yr $ 1,232.26 *NOTE: Vacation varies to years of service- Refer to benefit information sheet from Human Resource F file, forms, Rpt of Benefit Cost-New Employee October 20, 2006 MERIDIAN CITY COUNCIL MEETING October 24, 2006 r~ L# APPLICANT ITEM NO. REQUEST Presentation on the R Strategic Audit by Terry Paternoster 4 AGENCY COMMENTS CITY CLERK: CITY ENGINEER: CITY PLANNING DIRECTOR: CITY ATTORNEY CITY POLICE DEPT: ~ CITY FIRE DEPT: I/~`~ ~ ~-`~~/ -' CITY BUILDING DEPT: CITY WATER DEPT: 1/ ,, ~, Y 1 ~ '7~,C` CITY SEWER DEPT: ~`~- CITY PARKS DEPT: ~~ ~~~~-~ I , MERIDIAN SCHOOL DISTRICT: ADA COUNTY HIGHWAY DISTRICT: SANITARY SERVICE COMPANY CENTRAL DISTRICT HEALTH: NAMPA MERIDIAN IRRIGATION: SETTLERS IRRIGATION: IDAHO POWER: US WEST: INTERMOUNTAIN GAS: MERIDIAN POST OFFICE: OTHER: Contacted: Date: Phone: Emailed: Staff Initials: Materials presented at pubic meeHnps slmii become properly of the City of Meridian. ~;i~ ~ . n~ca w -, City of Meridian • Information Technology Strategic Audit For the City of Meridian September -October 2006 Kerrin Pease Information Technology Review October 2006 -1 - Prepared by Kerrin Pease • ,; ~~~;; ~~n~,;,,a ~. -, . City of Meridian Contents 1. Overview 2. Executive Summary 3. IT responsibilities and structure 4. IT Budgets, activities and workload 5. City of Meridian IT infrastructure 6. Application Software now and then, projects. 7. Departmental and IT interfaces. 8. Standards, compliance and security 9. Support systems lO.Growth and support demand 11. Strategy and the role of IT in the future 12. Summary of Recommendations Appendices Presentation Kerrin Pease Resume Information Technology Review October 2006 - 2 - Prepared by Kerrin Pease i. 1. Overview City of Meridian • Terry Paternoster, Information Technology (IT) Manager for the City of Meridian (City), has been in the current role for 4 years. During this time Terry has brought measurable improvements to the IT infrastructure and service provided to the City employees, while the City has experienced significant growth. The IT Manager can see the progress that has been made, but also recognizes the tremendous growth still ahead of the City. The current IT users in the City numbers 300 and there are 230 workstations and 25 servers currently supported. The growth is expected to be 10-15% per annum. The IT staff is comprised of two (2) full-time employees and one (1) part-time intern. There is a budget approved to hire afull-time programmer and Computer/GIS Specialist during Fiscal Year 2007. IT currently operates in a reactive support role. The IT Manager recognizes the possibility for increased efficiency, but realizes this will require changes by the City. As a result of this assessment the City of Meridian commissioned an Information Technology Strategic Review from an experienced business consultant to provide an unbiased view of the current situation and to identify key areas for improvement. Based on the growth rate of the City of Meridian, there is a need to change the way the City utilizes the IT Department. Currently the City utilizes the IT Department primarily as a support department rather than a strategic partner. The objectives for this review included: 1) Evaluate current operating practices with the IT department. 2) Analyze the interaction between the other city departments and leaders with IT. 3) Clarify objectives and expectations at all levels. 4) Identify areas of change, which will enable the City to get the most out of the IT function. 5) Address record retention and data security which were raised specifically by the City Council. The approach used to achieve these objectives was primarily through interviews with the IT Staff, City Leaders and other City Staff. The interview questions were based on the objectives of this review. Information Technology Review October 2006 - 3 - Prepared by Kerrin Pease r~~~;;~;~~,~a~ ., . City of Meridian At the end of this process the Consultant would present a report and findings to the Mayor and City Council. My thanks to the following personnel who gave their time and energy to help on this project - Mayor Tammy de Weerd Bill Nary Bill Johnson Keith Watts Brad Watson Len Grady Jaycee Holman Nancy Powers Anna Borchers Canning Stacy Kilchenmann Terry Paternoster David Tiede Nick Crabbs Information Technology Review October 2006 - 4 - Prepared by Kerrin Pease i. ~d+ra~nfd:~ta~rfinra Y•. ~ ~, 2. Executive Summary City of Meridian • Overall the IT staff has done a good job of the implementation of an infrastructure and IT team over the past 4 years. The operation is secure, utilizes up-to-date technology and users have a fairly interruption free experience. Any issues raised are addressed quickly. Software and hardware standards are in place, which has resulted in consistency between all departments. The next phase, greater integration of database applications, is currently in its infancy. 2.1 Status The IT Strategic review and interviews took place over 5 days in September. The overall view was that IT provided excellent support service. IT Department is lead by the IT Manager, Terry Paternoster. Terry is very knowledgeable of technology, the city's environment and is a committed leader. Terry has a one full-time networking specialist, David Tiede. There is a plan to recruit a GIS Network Specialist and a Database Programmer in fiscal year 2007. The IT Department is supplemented by part-time help (interns), with currently 2 on staff. There are approximately 300 users that the IT Department supports. The City has approximately 25 servers, with 230 workstations and laptops. This number does not include Mobile Data Terminals (MOTs) contained in the Public Safety vehicles. The users' primary expectation of IT is to be a support service; if a problem arises IT is expected to quickly respond and resolve the user's hardware and software issues. Some users perceive IT as being heavy handed or dictatorial, which has created resistance. This is a natural reaction from departments which previously had been allowed to manage their own systems prior to adding a City IT department. IT was moved in July 2005 from under the supervision of the Finance Director to the City Attorney. This recent move has improved the perception of IT as a service provider to the other departments. The standards IT has in place regarding network and computer security are excellent. IT has also standardized the purchase of computer hardware and software. IT commissions and delivers all end user systems from an image to insure uniformity. There is a cyclical backup and recovery process in place and an IT disaster recovery plan in place to restore data in the event of a severe problem. The intern program is effective in supplementing IT resources. Information Technology Review October 2006 - 5 - Prepared by Kerrin Pease i • • • • • • li City of Meridian The support system works well with most issues turned around in a day or two, with IT receiving on average 5-10 new issues per day. Any requests which require significant resources are identified separately as projects and dealt with in a more controlled manner. Departments have typically limited IT's involvement in planning of new projects and initiatives. This is improving but varies by department. 2.2 Findings and recommendations The major issues are listed here -there are other recommendations in the body of the document Finding: The existing strategy is focused on establishing an integrated IT infrastructure and network to enable City departments to securely access information on demand to deliver government services in an effective and efficient way to the citizens of Meridian. This is to a large extent completed. Recommendation: The IT strategy should now focus on the formulation and implementation of integrated core systems which interface with vertical departmental applications. The strategy should include the adoption of new technology and development of the capability to build and enhance applications from within the IT department. Finding: Software applications are not integrated. Each department has its own applications with little or no interface to other applications -causing duplication in data and work, which causes loss of time and makes it very difficult, if not impossible to provide management reports. Recommendation: Put a team in place to put the integration plan together and implement the plan. Raise the profile of IT to ensure this happens. Coordinate all development resources via IT. Finding: Physical security is extremely poor in the current City Hall. No alarm systems, electronic entry devices. Recommendation: Review exposure, implement security steps. Finding: Limited use of UPS or generators Limited disaster recovery plan Recommendation: Perform a disaster recovery plan by department. Determine essential services and the length of time these services can be out. Define a manual backup plan or implement an electronic one. Finding: No data retention policy Information Technology Review October 2006 - 6 - Prepared by Kerrie Pease ~, , . City of Meridian Recommendation: Put together a policy for differing types of data. Review legal, governmental and recommended data retention. Review data types by department, determine retention and implement backup and archive solutions. Information Technology Review October 2006 - 7 - Prepared by Kerrie Pease is ~ • ~: ~xa~~,~:~~~~~,~ City of Meridian Finding: Software selection process not defined Recommendation: The process of buying or developing replacement software is not one to be taken lightly. It can be a very expensive and time consuming activity. The City should implement a process for defining requirements, putting together a RFP and reviewing the potential suppliers. In this process ensuring compatibility with existing technology and integrated applications is essential. Finding: No service level agreement Planning and recording of IT time needs implementing Recommendation: The City should have a service level agreement defined with IT. This type of document clarifies the expectations of the organization to the service provided by the IT Department. This document should include but is not limited to hours of support, after hour support, response times, project submission and approval process, supported products and applications, etc.... Finding: IT support request systems needs updated or replaced. The current system lacks many of the elements which help management determine the effectiveness of their IT Department. Recommendation: There is a need to collect and record much more information than is possible at this time. The better solution is probably to purchase aweb -based product. Finding: No City-wide IT strategy Recommendation: This is being put together as part of this review. Once clarified it should be communicated to the City employees by the Mayor. Finding: IT is not sufficiently involved in application or technology decisions Recommendation: Implement the strategy, MIS committee; enable IT to be more proactive. Raise IT profile. Plan to elevate IT to department level, Finding: Pay scales for IT do not seem competitive Recommendation: Review the IT salaries locally. Finding: No defined process for projects or formal process for interviewing development staff Recommendation: To perform a project properly, there are well established disciplines to follow. In order to get the properly qualified staff, there is a process to make sure that the right staff is recruited. City managers need to be involved in prioritization of projects, since IT resources are limited. Information Technology Review October 2006 Prepared by Kerrin Pease -8- ~ ~ cz~an;,r~:r,nra~y City of Meridian 3. IT Responsibilities and Structure. 3.1 Responsibility and objectives. Current IT responsibility is to provide service to the end users by resolving their operational issues, maintaining a trouble free infrastructure, and securing the environment from various technology threats. IT provide a foundation to enable growth, improve communications, provide data for superior decision making, and a platform from which to integrate the various end user systems. They also provide the basis for compliance with the various mandates in reference to data, reporting, and audit requirements. IT is responsible to install and maintain the following - Hardware Workstations Switches Routers Firewalls Peripherals Servers Other misc. IT infrastructure Software IT systems Wireless and Server software Active directory Audio Visual Inventory Imaging Email Security Information Technology Review October 2006 - 9 - Prepared by Kerrin Pease ~~~a,~,;~~=~r~y~. , . City of Meridian Other Purchasing Vendor selection Commissioning and delivery of user computers Inventory of devices and software Backups and security Projects Purchasing of all hardware and software Training Telephone support Information Technology Review October 2006 -10 - Prepared by Kerrie Pease • ~tualtii~~n~trre Y. -, . 3.2 IT Structure City of Meridian U IT reports to Bill Nary (City Attorney) who also is the Director of HR and Legal. Terry Paternoster TT Manager David Tiede TBA TBA Zach Milton Network Specialist GIS Network Programmer +l TBA Intern Specialist IT needs to be staffed by experts in various fields of technology. The size of staff and multiple demands of the City and technology means the IT team needs to be fluent in multiple disciplines. As industry and business are increasingly reliant on technology the pay scales in most businesses reflect the supply and demand effect. In addition, quality IT staff tends to have a balance of experience and education. Recommendation The City needs to do a competitive analysis of IT pay in the Boise area. Based on my experience of IT pay scales the City will need to increase wages if it wants to recruit and retain qualified staff. Bear in mind that there are very large technology firms in this area who are growing. The City competes for qualified IT staff not only against other governments, but private enterprise since the skills are equally transferable. In September 2006, there were at least 50 programming positions open in the Boise area. Introduce a technical questionnaire and program/technical test. A structured technical questionnaire is designed to determine whether the applicant knows their subject and combined with a practical helps in weeding out good talkers. Information Technology Review October 2006 -11 - Prepared by Kerrie Pease • ~1>U~ ~irre~ • • City of Meridian 4. IT Budgets, Activities and Workload 4.1 IT Budgets C~ The budgeting process takes from January through to end of August for the next budget year which starts October 1St. The budget for October 2006 -September 2007 is now in place. The budget is balanced and any changes require a budget amendment and the City Council sign off. It is difficult to see the total cost of IT to the City as many elements are embedded in user departmental budgets. The IT budget for the current year is approximately a half (1/2) million dollars on a City-wide budget of ninety ($90) million dollars which is approximately one half of one percent (.5%). Staffing IT budgets for staffing include four full time staff. There is the intention to continue to use interns to supplement permanent staff, but it has been determined that this is not effective for development activities. There is a considerable investment in training and knowledge transfer with development which is lost every time the intern leaves: • Budgeting should continue to include permanent staffing for those activities core • to the organization. Budget dollars should be included for the use of contractors for peripheral and advisory requirements. As IT covers such a wide range of technology and disciplines it is cost prohibitive to have all of the required • knowledge in permanent staff. IT budgeting has to include the additional resources and knowledge necessary to • support the initiative of the departments in the next budget year. This requires closer discussions and planning between IT and the department directors. Hardware . Requirements for IT infrastructure, servers and networks are budgeted via IT. Each year IT determines the standard configuration and cost of a new machine, hi h i th b d w c s en u geted in each departmental budget. Software -purchase and maintenance IT support infrastructure software is in the IT budget. • User specific software is in the departmental budget. Information Technology Review October 2006 -12 - Prepared by Kerrin Pease f;t,~~Tn 3° ,fir a ~.: . 4.2 IT Activities City of Meridian Support. IT currently provides support from 7AM to SPM Monday to Friday, except for Tuesday which is from 7AM to 6PM. There could be the need in the future to expand the hours of operation, since the city operated twenty four (24) hours a day. Support includes User support -computer, networks, servers and software issues Training activities Help manuals Projects There are approximately ten (10) IT support calls per day, and time taken to resolve is in the order of five to ten (5-10) hours. Each request is in the order of a half to one (1/2-1) hour, on average. At any one time there is a day's worth of calls outstanding. This is very good response. Items which are more significant - i.e. they are least a half (1/2) day's work and could be aman-months work or more get categorized as projects. If projects are taken on then support suffers because of the limited resource available. There is no process for handling projects. Projects typically require budget $. Other Activities Data Computer data backup process -implementation and support. IT has put a backup process in place where the servers are backed up daily, weekly and monthly. Security Policy setting and administration. Network Monitoring Analyze traffic Upgrade and maintain New Hardware deployment Information Technology Review October 2006 -13 - Prepared by Kerrie Pease ~1 U I;tardfilii~~xanT~r~a ~• ~~ City of Meridian License Management User compliance. Purchasing from Vendors. Note there is no central repository for all licenses Hardware and software purchasing Phone support. Time IT time per week typically breaks down into Hours Support 25-50 Communication 10 Management 5 Vendor management 5 Purchasing 10-15 Meetings 5 Infrastructure 15 Travel 5 Development 30 During the last month of a fiscal year through the first quarter of the new fiscal year, the calls do not follow this pattern. As a result of new purchases and hires this quarter IT experiences a workload of 2-3 times the norm. This can be managed by temporary recruits and should be budgeted. Little time is currently available for projects or proactive activities. Terry gets pulled into a number of support activities and has insufficient time to be proactive with the departments. One week a year is currently budgeted per person for training. This may not be sufficient for key members -who are expected to be the advisors on the use of technology Recommendation Budget for contract staff for peripheral and advisory activities Budget for temporary staff for the first quarter A central repository of licenses is needed. Review the training requirements of IT staff Information Technology Review October 2006 -14 - Prepared by Kerrie Pease P,txa~~~f~:cx~n~r~~e ~• ~ City of Meridian 5. City of Meridian Infrastructure The number of users and specific departmental applications are shown below. The applications shown are in addition to normal IT infrastructure, Microsoft Office, and other city-wide applications. Waste Water - 30 users OPS 10 -plant management Hansen -data flow statistics Voloview Public Works - 25 users GIS AutoCAD Hydra Citrix Sassafras Finance Purchase Order System Timesheets PERSI Reports Planning - 10 users Planning, zoning and tracking Building - 20 users PTwin Water - 20 users Tokay Autoread Scada City Hall - 35 users Caselle -utility billing MIP sage Laserfiche Information Technology Review October 2006 -15 - Prepared by Kerrin Pease ~.~;~a~~~~~~r~a~ City of Meridian Fire - 50 users Firehouse Firstlook pro Parks - 20 users Sprinkler system monitoring • Police - 90 users Impact 2k Ada County applications -New World, AS400, CAD-MIS LaserFiche RMIN Omnixx Spillman Critical reach RW3 GIS Lexus-Nexus Olympus Digital Recording CCTracker Lenel Taser Petwhere Total 300 users 25 servers 230 workstations 11 locations There are a number of users throughout the City who develop their own custom programs. These are stand-alone applications and retained by the departments. In order to optimize the City resources and realize an integrated solution these resources need to be controlled centrally via IT. Recommendation Central control and coordination of any development staff and resources via IT Information Technology Review October 2006 - 16 - Prepared by Kerrin Pease ,~~~~„ ~: ~, : City of Meridian 6. Application Software 6.1 Current Situation • It can be seen from the previous section that there are a large number of department specific applications - in fact 35, not including the Ada County applications. Each department has gone its own way over time without any consideration for the CiTy as an entity and its information requirements. The result of department's making independent decisions is that databases do not interface with each other. Plus, large amounts of data is duplicated and considerable time wasted in the collection and maintenance of city information. A spin off of this is that meaningful management information for the City is difficult to gather. A lot of decisions have to be made blind -without supporting trends and indicators. 6.2 The Future In order to be effective and manage growth, integration of applications is necessary. Now is the time to act -before growth makes such changes more difficult and cost prohibitive. I suggest the City move in the direction of a common system with specific departmental applications. Some common data elements used by most systems include customer, vendors, employee, financial functions, etc. These elements typically are the same across most departments, with some additional information depending on the department's function. In order to implement this change, a mandate from the City is required stating this as the strategic direction. • The initial task is to establish the end goal -this requires a decision making group. • The next step is to develop a plan to move towards the integrated solution. IT is an essential part of this process. • Any future application decisions or developments must take a step towards the stated direction and be signed off by the same group. • A process needs to be defined for identification of application needs and the software selection process Information Technology Review October 2006 -17 - Prepared by Kerrin Pease rt;~a~i~~f~-ra~arrtt~~a~j 6.3 Technological advances City of Meridian • There is a need to look into the future and identify the elements of technology which will become mainstream and enable more effective execution of work elements. These are most likely GIS/GPS Mobile devices and solutions Remote Employee access VoIP 6.4 Projects There will be an increasing need for assistance from IT in extending the applications or adding function. These are considered projects and will be identified as such via the support process. The staffing requirement will vary dependant on demand. Significant projects should be budgeted to ensure staffing is available. Recommendation Determine a strategic direction for applications within the City. Establish a group tasked with the determination of the strategy and a plan to get there. Include futuristic technology in the strategic direction. An ongoing committee should direct and sign off application purchase decisions. Define the software selection process Information Technology Review October 2006 -18 - Prepared by Kerrie Pease • • • • - • ~~~a ~ . n~;a~ City of Meridian 7. Departmental and IT interfaces 7.] Interactions L~ The Mayor -Tammy de Weerd felt that the City needed to make better use of technology. She could see more home-workers in the future, easier access to information from the existing systems and visibility of trends from the databases would enable more informed decisions. The Mayor supported the idea of increased use of mobile devices, GIS and GPS in the next couple of years. The new City Hall project is going to force integration as a number of departments will be in a single building for the first time. The Mayor discussed the issues surrounding money payment and tracking as the first item in a series of necessary integrations. The Mayor felt that IT has done a good job of supporting the users in a reactive fashion and is currently transitioning from reactive to proactive. She considers the MIS committee a necessity and can also see the value of an external member. Without exception the general view of the department and City leaders is that IT, headed up by Terry, perform an excellent job. It was perceived that the IT team was service oriented. However, it is interesting to note that the perception of IT's role was to support the users and keep the infrastructure going, rather than playing a strategic role. The main point of contact on a day to day basis is with David and Nick who deal with most help calls. There is still some concern as a result of a previous IT member who caused some issues. Terry has limited involvement with the departments currently as he is focused on keeping the support systems effective and has insufficient time to be proactive. Items raised as future requirements The use of mobile devices was mentioned by a number of departments. Mapping and pre-fire-planning software being investigated by the fire department Concern was expressed on the stability of Clarity The Purchase Order module is needed to be rolled out by the end of the year. Personnel security IT in departments Building permit software limping along Public works were planning an integrated solution Planning need to go paperless with the new City hall move GIS integration into planning docs Integrated management reporting was identified as a requirement Information Technology Review October 2006 -19 - Prepared by Kerrie Pease f;tea~nfd:~a~fttra ~ Departmental comments Fire City of Meridian CJ They considered that IT delivered a generally good service which is improving 24/7 cover is not considered good and better planning for growth is needed. Dealing with multiple IT departments (Ada County and the City) complicates issues. There have been some issues with stability recently with apparently some finger pointing between IT and the supplier. Fire staff is not using new electronic time sheets because of complex shifts Performance issues exist in the Fire department at Station 3 IT should solicit input before changing things; they implemented system-wide rules without discussion Advance notice of downtime would be nice. Billing IT is doing a good job considering lack of staff but is totally reactive. Communication and response are excellent Users have to move their own kit Everybody has their own software but cannot share - we need integrated systems There is a need for a reporting package and be able to share information Backup and security is OK An IT steering committee is a necessity. HR • IT provides excellent service and good communication. The intern program is excellent Internet usage is a bit restrictive IT appears heavy handed sometimes The support process can be bypassed on occasion. Purchasing . IT provide a good service and communication i IT has responsibility without authority Decisions are made without checking with IT, although this is improving IT is understaffed. Bill Nary IT is passionate and there is respect for their role The initial focus was to get IT under control. The previous MIS committee was not decision makers Terry can be a bit blunt. Terry has managed to recruit some good guys who work well with the users. Public works excluded Terry initially but acceptance is improving. The budgeting process could be better Public Works IT should be a support not dictating service We are locked down cannot do anything without talking to IT Service has improved drastically since IT is under Bill Information Technology Review October 2006 - 20 - Prepared by Kerrin Pease ,zxa~~~~~ni1~~at City of Meridian Integrate solutions are required -Brad working with Terry. We need a group focused on this. Planning IT very helpful and support where needed. Need to go paperless with the City Hall move Will need dual monitors, monitors on counters Need to use GIS more as do other departments. Finance IT have done a great job of establishing the service People think of IT as support but somebody has to take a leadership role in Technology Need better access to information Can see the•use of GIS; GPS New City hall -issues with integration Need better system integration Asset tracking is very important Month end takes 2 weeks primarily because of lack of integration Management reporting is poor Recommendations The IT Manager needs to delegate, be proactive and outward facing. It is recommended that the IT Manager spend more time in outward facing activities. The IT Manager should attend Department Director meetings and strive to educate department leaders on technology. In addition, a monthly visit to each department to discuss with the Director IT performance, future plans and current sources of pain. IT Manager should setup an effective MIS committee. Information Technology Review October 2006 - 21 Prepared by Kerrie Pease P,i~ra~ofi:~xa~riftrra ~ ~~j City of Meridian 8. Standards, Compliance and Security. 8.1 Standards There are a number of IT standards in place Backup standards Network standards Disaster recovery standards Disposal standards Software Microsoft software Operating systems - XP SP2 or Windows 2000 SP4 Office 2003 Visual Studio, C-sharp, VB.net, ASP.net SQL server -Enterprise Support process Hardware - PC desktops and servers - MPC and Dell. Specific configuration PDA Security policies Hardware and software maintenance The following standards are needed Definition of new function Design standards Programming standards Testing standards Performance testing standards Archiving policy Information Technology Review October 2006 - 22 - Prepared by Kerrin Pease rz~i~111 ~'~ . ~r~a ~ ., , 8.2 Compliance City of Meridian • Compliance with the various legal and government standards is becoming more • demanding. It is clear there is no compliance policy except for software licenses. In addition to this the knowledge of the requirements, needs continuous review. • S There are four areas of compliance Data protection Audit requirements Historical retention requirements Software license I recommend that all the compliance requirements are identified and processes put in place to meet them. 8.3 Security Security is comprehensive. Backups. There is a full backup of all servers nightly during the week. There is also a weekly and monthly backup. There is no annual one Shadow copy is used to take 2 snapshots daily Disaster recovery - WinIntervals allows system restore on the servers. Microsoft Exchange and SQL server is backed up with specific software IT backups remote locations, users change the tapes Tapes are stored offsite Logs of all backup activities are retained. IT monitors the logs. Annual backups are done Finance has records back to 1999 Electronic forms are all in Laserfiche Information Technology Review October 2006 - 23 - Prepared by Kerrie Pease • ~;~~„~:~;-,~,~a~, City of Meridian Networks FBI -crime data base -fire-walled VPN - SSC -only specific information VPN -Fire Safe House DSL -Police -Ada County restricted traffic City Hall Double fire-walled Internet Proxy Server Monitoring Software WSUS Symantec Users PC's kept up to date with OS and Anti-virus patches. (pushed by IT) Security policy -group, password retention 60 days, complex passwords NTFS security Application security No wireless access Physical Security Physical security for City Hall is poor. No security system. No electronic protection. Backup power is limited. Generator support is limited. Although there is an IT disaster recovery plan, there are no department disaster recovery plans in place. Data is secure from the outside because of the network, server and personal security standards. Passwords are reset every 60 days. The greatest danger is somebody stealing a server or an individual within the organization sharing their password information. Recommendation There should be a retention policy set for each data type and the backups changed to cover the requirements Put annual backups in place Review physical security and put protection in place Develop a disaster recovery plan for each department Information Technology Review October 2006 - 24 - Prepared by Kerrie Pease • ,;~~,~„~~~r,a ~~ City of Meridian • 9. Support Systems The IT Request support system has served very well to get the City into an organized service and delivery situation. 9.1 Software The IT Request support system is, however, a home grown product written specifically to the City requirements of the time. In order to deal with the expansion of demand, projects, planning and improved communication it requires additional functionality. Specifically Introduction of new fields - Category ... error, enhancement, training - Status ... logged, accepted, WIP, completed, accepted - Severity ... critical, high, medium, low - Estimate of effort.... In hours - Actual time taken - Log of actions In addition there is a need to analyze and report on trends by department, determine where time is going and if proactive activities can reduce support load. This will allow better management of IT time. 9.2 Process The support process is initiated by the logging of a ticket using the support system. Some individuals are resistant to this process so the IT Staff use part of their time keying support tickets for the users. This can be a source of contention. The tickets are reviewed and categorized as either an issue or a project. (This is typically done by Terry) The issues are then allocated to the IT staff based on their current workload and experience. Emails are sent to the users notifying them that the issue has been started and has been completed. There is an ability for users to review their issues. At this time most issues are addressed within a couple of days and at any one time only 4 or 5 are outstanding. If however a project is undertaken or an emergency situation occurs then support turnaround suffers dramatically due to resource constraints. Information Technology Review October 2006 - 25 - Prepared by Kerrie Pease • ,;ixa~,;,~:~~,,,r,a ~: , : City of Meridian 9.3 Service Agreement A Service Level Agreement (SLA) is a document which defines the service delivered by the IT department to the City. This document quantifies standards and processes for the IT Department. Typically some of the covered areas include, supported products, response time, budgeting, machine replacement, hours of operation, support request process, on-call hours, etc. Currently the City lacks this type of agreement, which has resulted in confusion between user expectation and IT staff. A defined process is also needed for issues and projects This should include Requirements definition and sign off Specification Impact analysis Design Prototype Code Test Performance test Documentation Implement Post implementation review Recommendations Define a process for projects A service level agreement is needed to be put in place and performance measured It is probable that procuring a packaged support system to replace the existing one would be beneficial. Planning of IT staff time Timesheets and recording of IT stafftime to issues and projects Progress reporting on issues and projects Introduce a standards manual City managers should be involved in prioritization of projects. Information Technology Review October 2006 - 26 - Prepared by Kerrin Pease ;~a ~,a ~ , . City of Meridian 10. Growth 10.1 Next 5 years 2007 2008 2009 2010 2011 Growth of the City of Meridian has been fairly rapid and has been running around ten (10) percent per annum; if you extrapolate this at the same rate you get the results below. An increase of the customer base of about 50,000 -this will be quite dramatic considering there are currently 70,000 residents. 1 100000 20000 80000 60000 Customers 40000 20000 0 - -- In that time frame I assumed that the employee growth would be similar - i.e. 10% per annum. This looks like- O Employees ^ IT staff This would be an increase of 6 full-time staff increase to ten (10) during a five (5) year period. These staff would support an increase of approximately 180 employees and a probable transaction increase of fifty (50) percent. It is expected as systems become more integrated and technology becomes more integrated that IT will be an essential partner to all departmental activities in this timeframe. More may be needed dependant on their responsibilities. Information Technology Review October 2006 - 27 - Prepared by Kerrin Pease 2007 2008 2009 2010 2011 • o ~7;~a~;,~~;,~,;~~ City of Meridian 10.2 Technology demands The IT infrastructure will grow and mature during this timeframe. We should see the following Common system, with integrated vertical applications to support the departments Increased use of Mobile applications Increased use of GIS/GPS systems VoIP Gigabit backbone Full resilience and redundancy Remote access VMware Citrix Windows Vista IT steering committee Clear IT strategy Increasing project activities Development team Support team Network team Data analyst 10.3 IT skills needed During this time the permanent staff will need at least - Help desk manager Hardware person Security expert Mobile expert Cisco/networking expert Software application expert Programmer analyst Project manager It is anticipated that the skills recruited should satisfy the full time needs with ongoing budgets for supplementary skills from contractors. Recommendations Determine the commitment to project work resourced from within IT. Put processes in place and recruit appropriate skills. Information Technology Review October 2006 - 28 - Prepared by Kerrin Pease ,;~~a~;;~:,~-,~;~a~, City of Meridian 11. Strategy and the IT role 11.1 Strategy. The strategy for the City of Meridian as a whole should be clarified and the IT strategies can then be aligned to help further the realization of the City strategy. The overall mission of the IT group will be something like - "Support the City employees through use of technology and IT infrastructure to provide the best service possible in a cost effective manner" You may want to add - "Advise on the use of technology to streamline the business activities as soon as the technology becomes mature". Based on the interviews conducted, it appears that the City of Meridian would like to be innovative in this area. I consider the wireless initiative early adoption of technology The strategic direction for IT within the City falls in 3 areas - A. The integration and consolidation of applications across the City. (This is a very important area.) Move to a system that enables common data to be recorded once and accessed by all departments. Each department may have unique vertical applications, but each should interface to the common system. This will enable easy management and reporting across the City and significantly reduce the duplicated maintenance activities. A management team should be commissioned to detail the strategy and approach. IT should be a key component of this team. This team should also examine new developments in technology for adoption and any other day to day issues driven by operational, service, performance or security concerns. This team should put a plan together identifying the end result and the steps to get there. In addition, the team should define the process for identification of requirements and software selection. Any ongoing purchases of hardware and applications will need to be consistent with the strategy and signed off by this team. Information Technology Review October 2006 - 29 - Prepared by Kerrin Pease ~z~~~„~:~~~,a, , , City of Meridian B. New technology adoption. The City should have a strategy for new technology adoption where it improves the effectiveness of the City. IT is the vanguard of knowledge in this area. IT's role in this process is to evaluate and recommend technologies as they arise, if it aligns with the strategic plan of the City. Due to the rapid rate technology is moving efficiencies can be gained through the implementation of new technology, with limited investment. There is always a trade off here between cost, stability and ROI. The areas where investment is sensible at this time are as follows Mobile devices and applications VoIP VMware, Citrix GIS/GPS C. IT application development IT will migrate towards developing add-ons and new applications for the users in the future. They will be involved in any new deployments of software applications and supplement the department resources. The additional IT skills needed over the next 5 years will include Security expert Cisco/networking expert Project manager Programmer analyst Mobile devices expert Information Technology Review October 2006 - 30 - Prepared by Kerrin Pease • c~,~~,;~~~~~~ City of Meridian 11.2 The IT role The vision of the IT role is to evolve from support and maintenance to a proactive advisory role. I recommend the IT leadership is at the department leader level as the need for technology integration expands. This is the norm in most companies. Technology is a large part of the effectiveness of a company and plans cannot be made without significant input from this area. I anticipate they will become more involved in the following activities - Advising City leaders on technological developments Championing adoption of technology Pushing security and recovery boundaries Disaster recovery Heavy involvement in decisions re new application deployment Involved in leadership decisions Part of the Management committee Instrumental in new application deployment Key players in planning and implementing change. Recommendations Elevate IT to department level Clarify and communicate the City IT strategy Put the management committee in place (it may also be the MIS committee) Information Technology Review October 2006 - 31 - Prepared by Kerrie Pease • ,~,~~,;~:~~~~a~ City of Meridian 1 Z.Recommendations. All the recommendations asshown in the body of the document are summarized below. 12.1 Recommendations by Responsibility They are grouped by responsibility -the City and Information Technology. All items are considered required, but for prioritization purposes -Red is as soon as possible, orange is within 6 months and green is within 12 months. Ci Clarify and communicate the Ci IT strate Put the management committee in place (it may also be the NilIS committee) Task this committee with the details of the strategy and a plan to get there. Confirm the strategic direction for applications within the City. Include futuristic technology in the strategic direction. This committee should direct and sign off application purchase decisions. Review physical security and put protection in place The City needs to do a competitive analysis of IT pay in the Boise area. Based on my experience of IT pay scales the City will need to increase wages if it wants to recruit and retain qualified staff. Bear in mind that there are very large technology firms in this area who are growing. The City competes for qualified IT staffnot only against other governments, but private enterprise since the skills are equally transferable. As an example, in September 2006, there were at least 50 programming positions open in the Boise area. Elevate 1T to department level City managers should be involved in prioritization of projects. There should be a retention policy set for each data type and the backups changed to cover the requirements Define the software selection process A central repository of licenses is needed Develop a disaster recovery plan for each department Information Technology Review October 2006 - 32 - Prepared by Kerrin Pease i .~ ~, ~z,~~,,,~~;~,,,~~~ City of Meridian C~ Information Technolo It is recommended that the IT Manager spend more time in outward facing activities. The IT Manager should attend Department Director meetings and strive to educate department leaders on technology. In addition a monthly visit to each department to discuss with the Director IT performance, future plans and current sources of pain. The IT Manager needs to delegate, be proactive and outward facing. The IT Manager should setup an effective MIS committee. A service level agreement is needed to be ut in lace and erformance measured Central control and coordination of any development staff and resources via IT Timesheets and recording of IT stafftime to issues and projects Planning of IT stafftime Define a process for projects Progress reporting on issues and projects Determine the commitment to project work resourced from within IT. Put processes in place and recruit appropriate skills. Introduce a standards manual Introduce a technical questionnaire and program/technical test. A structured technical questionnaire is designed to determine whether the applicant knows their subject and combined with a practical helps in weeding out good talkers. Put annual backups in place Review the training re uirements of IT staff Budget for contract staff for peripheral and advisory activities Upgrade help desk software Budget for temporary staff for the first quarter Information Technology Review October 2006 - 33 - Prepared by Kerrie Pease ri,~~r,;rr.r~a~ City of Meridian 12.2 Recommendations by functional area The recommendations are grouped below by functional area Clarify and communicate the City IT strategy Put the management committee in place (it may also be the MIS committee) Task this committee with the details of the strategy and a plan to get there. Confirm the strategic direction for applications within the City. This committee should direct and sign off application purchase decisions Include futuristic technology in the strategic direction. Define the softdare selection process Application Development Central control and coordination of any development staff and resources via IT Define a process for projects City managers should be involved in prioritization of projects. Define the software selection process Securi Review physical security and put protection in place Develop a disaster recovery plan for each department Compliance There should be a retention policy set for each data type and the backups changed to cover the requirements Put annual backups in place - Support Policies A service level agreement is needed to be put in place and performance measured A central repository of licenses is needed Standards Introduce a standards manual Information Technology Review October 2006 - 34 - Prepared by Kerrie Pease • . ,~;~~,,;~;;,~r~a~, City of Meridian IT Staffing The City needs to do a competitive analysis of IT pay in the Boise area. Based on my experience of IT pay scales the CiTy will need to increase wages if it wants to recruit and retain qualified staff. Bear in mind that there are very large technology firms in this area who are growing. The City competes for qualified IT staffnot only against other governments, but private enterprise since the skills are equally transferable. As an example, in September 2006, there were at least 50 programming positions open in the Boise area. Introduce a technical questionnaire and program/technical test. A structured technical questionnaire is designed to determine whether the applicant knows their subject and combined with a practical helps in weeding out ood talkers. Budget for contract staff for peripheral and advisory activities Budget for temporary staff for the first quarter Review the training requirements of IT staff Desk Planning of IT staff time Timesheets and recording of IT stafftime to issues and projects Progress reporting on issues and projects City managers should be involved in prioritization of projects. Upgrade help desk software IT Profile Elevate [T to department level The IT Manager should setu an effective MIS committee. It is recommended that the IT Manager spend more time in outward facing activities. The IT Manager should attend Department Director meetings and strive to educate department leaders on technology. In addition a monthly visit to each department to discuss with the Director IT performance, future plans and current sources of pain. The IT Manager needs to delegate, be proactive and outward facing. Information Technology Review October 2006 - 35 - Prepared by Kerrie Pease • • «~~~,,;~:,~;,nr~y ~. , . City of Meridian Appendices PowerPoint Presentation Kerrin Pease Resume Information Technology Review October 2006 - 36 - Prepared by Kerrin Pease i ~ IT Strategic Review Overview ^ IT staff are professional ^ IT infrastructure is good ^ IT service is excellent ^ Security standards are effective ^ Backup and recovery is in place . Standardized hardware and software ^ Il' is reactive IT Strategic Review IT infrastructure . 300 users ^ Over li locations ^ 25 servers ^ 230 workstations ^ Z5 - 50 calls per week ^ 35 individual applications IT Strategic Review Agenda ^ Overview ^ Il' responsibilities and structure ^ IT workload ^ Il" infrastructure ^ Growth ^ Strategy and IT in the future ^ Recommendations IT Strategic Review Structure 2006-2007 1'ertyPetamo.#R TT Mmegtt >a~nr~ ren rBn ~a,nru~~ NenmrA SpeoiaG# dLS NeMark A'ogrem~r + I TBA Iotem s~~>~ IT Strategic Review Responsibilities • Smooth running of the IT infraspucture • Hardware • Software • Vendor Selection • Commissioning computers • Inventory of devices and software • End user support • Backups and security • Purchasing hardware and software • Telephone support • Software development • Performance and new technology introduction 1 • IT Strategic Review Growth -Citizens a Cltlzens 2007 2009 2009. 2010 2011 IT Strategic Review I Major findings . 35 individual applications . Limited integration and interfaces . Tremendous duplication and waste . Inability to provide management reporting . Impossible to scale . Technology input limited IT Strategic Review ~~ Strategy . Application Integration and consolidation across the City . Adopt new technology to streamline business activities ^ IT to increase application development and implementation capability 6nplcYees ^ R staff IT Strategic Review Color Scheme . Black -start or implement now ^ Orange within 6 months . Green within 12 months IT Strategic Review Strategy actions . Communicate strategy and approach . Form management team (MIS?) . Identify details . Develop plan . All software purchases signed off by team ^ Communicate and execute plan . Define software selection process IT Strategic Review Growth -Employees 2 2097 2008 2009 2010 2011 • IT Strategic Review Strategy actions ^ Increase IT involvement in applications - development and deployment . All application developments coordinated by IT ^ Produce development standards and processes . build skills IT Strategic Review Compliance Recommendations ^ t~ata Retention . Review audit, legal and gwernnental rules . Deane retention by document type . implement Archiving and retrieval . Annual backups IT Strategic Review Standards . New iimccion developrnen~i ^ design . Programming . Testing . Performance testing IT Strategic Review Security Recommendations . Physical Security is poor. . Implement alarm and electronic entry . Disaster Recovery .Departmental disaster recovery plans . UPS/Generator IT Strategic Review Support Policies Recommendations ^ Implement a Service Level Agreement . Develop an on call policy . Central repository of application licenses IT Strategic Review IT Staffing . Salary review and benchmark ^ Plan projects and staff needs ^ Technical questionnaire, practical . Budget contract staff ^ IT training review 3 IT Strategic Review Help Desk . Plan IT time ^ Timesheets ^ Progress reporting ~o depariments . Prioritization of projects . Identify, purchase and implement new system IT Strategic Review Next Steps ^ Confirm recommendations to be adopted . Appoint owner for each set of recommendations ^ Establish additional resource needs - $, staff, external help ^ Create communication plan and execute IT Strategic Review IT Profile . Form MIS committee ^ Require IT manager to attend departmental meetings ^ IT manager to visit each department monthly . Require IT involvement in strategic management team . Plan to raise IT to department level IT Strategic Review Questions? 4 KERRIN PEASE 5264 North High Country Way Star, ID 83669 Phone: 208-863-4323 kerrinpease(a,hotmail.com SENIOR EXECUTIVENICE PRESIDENT Turnaround /High-Growth Companies Mobile Technologies / US & International Markets Strategic hands on executive with extensive experience in leading teams in high-tech software implementation / development. Strong leadership, communication, negotiation, creative and analytical skills. Decisive, solutions- focused and results-oriented. . Strategic Planning & Leadership • Product Development Methodologies • P&L, Budgeting & Finance .Human Resources /Team Building • Information Systems & Technologies • Multi-Site and International Operations • Project Management • Acquisition and mergers Integration • Revenue & Profit Growth • Develop & Implement Processes • Staff Development • Mobile solutions PROFESSIONAL EXPERIENCE KERRIN EXECUTIVE SERVICES, Boise, ID A business consultancy and coaching company. PRINCIPAL and FOUNDER 2005-date Executive associate accredited by the Institute for Independent Business. Help Small business owners to take their business to the next level. Business Plans, Marketing Plans, Company visions and 3 year plans. Hiring -technology challenges, improving sales and profitability. Personal exit strategies etc Troubleshooting and evaluation of software developments and implementations for medium to large companies. Reviewing IT infrastructure and development of strategic plans with a focus on use of the latest technologies. EXTENDED SYSTEMS Inc, Boise, ID (XTND) 2001-2005 A $35 million global provider of mobile solutions VICE PRESIDENT -RESEARCH AND DEVELOPMENT, PROFESSIONAL SERVICES Recruited to resolve issues with lack of delivery from R & D and to pull together international sites to become a cohesive development organization. 5 locations, 7 direct reports, 100 staff and 3000 customers. • Rationalized the product set and delivered a world class mobile groupware synchronization solution for both groupware and data. • Championed and delivered the first IP-based push wireless solution. • Introduced quality product development processes and consistently delivered product to time budget and quality expectations. • Integrated the acquired platform solution. • Delivered mobile desktop solutions for major carriers and embedded protocol stacks for device manufacturers. • Developed mobile database for Delphi, Java and .net developers. • Setup the PSO organization and developed more than 40 mobile applications for customers. • Setup offshore support, QA and development centers. Responsible for IT. • GEAC, Chicago, IL A $1 billion global provider of ERP software and services VICE PRESIDENT -CONSULTING AND DEVELOPMENT AMERICAS 1999 - 2001 Senior management responsibility for strategic planning, new business development, product development and implementation, and customer support Americas. Eight locations, 10 direct reports, a staff of 350, and 400 customers. Full P&L responsibility for North America. • Delivered $45 million in professional services revenue with a gross margin of $17 million. • Slashed direct costs by 80% by reducing headcount from 350 to 50, and streamlining processes and procedures. • Setup development center Americas -provided Translation Canadian taxation and American Specific function. • Delivered E-commerce solution. Automotive and Service module worldwide support, and interface to 3`d party warehousing system. JBA INTERNATIONAL, Chicago, IL 1997 - 1999 A $400 million global provider of ERP software and services VICE PRESIDENT -CONSULTING, Chicago, II, Designated by executive management to come to the United States from the United Kingdom to fix the ailing consulting organization. Recruited atop-notch management team, providing them with the guidance and education to assure success. Oversaw a staff of 300 at eight locations. • Saved the company $5 million by handling difficult customer accounts, troubleshooting problems and implementing viable solutions. • Increased customer satisfaction by 100% and turned troubled customers around by listening to their needs and providing solutions to meet those needs. • Obtained $9 million in revenue in 1997 and $35 million in 1998 through the revitalized consulting organization. • Introduced formal processes and provided skill set training to senior management. This resulted in increased productivity, quality and timely delivery, as well as increased customer satisfaction. Helped develop pride in the organization. PRODUCT DEVELOPMENT DIRECTOR, Studley, England 1993 - 1997 Challenged to assume responsibility of product development. Created and introduced business processes, customer service strategies, and formal release schedules. Recruited a strong team to include 12 managers, and 400 staff at five sites. Oversaw a cost budget of $25 million. Managed IT for the group. • Designed and implemented the Structured Development Process that improved the quality, and timeliness of deliverables, enabled ISO 9001 certification, and improved customer satisfaction. • Led team to obtain ISO 9001 certification at the product center. • Developed a client server set that rejuvenated the product. • Improved quality and efficiency by 200% by coaching and encouraging ownership and pride. • Guided the development and delivery of the V3 product set that placed JBA in the top five ERP software suppliers, on par with SAP and JDE. • Delivered world-class verticals of Style/400, Drinks/400 -both rated as Nol worldwide by AMR in 1999 • Performed the CIO role for the development group ! ~ OPERATIONS DIRECTOR UK /EUROPE, Studley, England 1989 - 1993 Senior Operating Director with full P&L responsibility and a management team of eight. Team focus was on consistent, improved processes and customer satisfaction. • Pulled together a staff of 60 and set up a software development unit in a 12-month span. • Concentrated on solving troubled customer accounts, saving the company $5 million the first year and $2-3 million each year thereafter. • Compiled a team of 50 employees in 18 months time, to develop software for a major beverage customer. • Saved the company $6 million by developing and introducing sizing profiles and guidelines to the sales and consulting organizations • Managed the first large multi-national project implementation. ~ Developed and facilitated skill set courses for senior management. ~ Developed and rolled out the Structured Implementation Process. REGIONAL BUSINESS MANAGER -WESTERN REGION, Bristol, England 1987 - 1989 Charged with successfully implementing software at customer sites, assuring profitability and customer satisfaction. Led a staff of 45 at four locations. Brought in $8 million in revenue and had a $2 million gross margin. Customer satisfaction, profitability and aged debt was the best in the whole company. INFORMATION PROCESSING SERVICES, Bristol, England 1980 - 1987 Company developed ERP products for System 3X • Operations Manager, Distribution Development Manager Responsible for leading a team of 15, and also acting as a consultant and project manager. Implemented company • products at customer sites and provided help and services to end-users. Revenues totaled $2 million annually. Various application /technical roles culminating as Distribution Development Manager. • Responsible for the distribution arm of the IPS ERP product suite which has a full multi-currency multilingual world class ERP suite of Financial, Distribution, and Manufacturing solutions. • These were implemented with some major international customers. . Designed and developed the costing and order processing modules Education/Training • Extensive courseware in computer fundamentals and operations • Hardware./operating, database, and advanced programming training • System Architecture and Design • Executive, Team Leading and Project Management training • ISO 9001 compliance training • BSc Computer Science APPLICATION Full ERP Applications -Financial Suite -Accounts Receivable, Accounts Payable, General Ledger, Report Writing, Fixed Assets, Cost Ledger Distribution Suite -Order Processing /Invoicing, Inventory Management, Batch Control, Costing, Purchasing, Distribution Requirements Planning, Sales Analysis Manufacturing Suite -Product Data Management, Capacity Planning, Works Orders, Material Requirements Planning, Shop floor scheduling Vertical Applications Apparel Industry, Food and Beverage Industry, Automotive Industry Synchronization and networks, Mobile devices Mobile applications and development tools. BUSINESS Personal exposure to the following industries -Process and Repetitive manufacturing, Pharmaceutical, Distributor / importer of fashion goods, Manufacturer of Automotive components, Distributor of beverages, Manufacturer / retailer of apparel goods, Manufacturer / distributor of brewery products, Paper industry, E- commerce order - taking Manufacturer /distributor of firearms, Chemical manufacturer, oil refiner /Distributor, Computer manufacturer / retailer, Music manufacturer /retailer TECHNICAL Hardware -IBM 360, IBM 370, IBM System 3/34/36/38, IBM AS400, RS6000, PC, s Software - JBA System 21, IPS ERP packages, Microsoft tools -word, excel, power-point, project, lotus notes Operating systems - OS400, DOS, Windows 3.1 / 95 / 98 /NT, OS/2, AIX, CCP Languages - RPG / RPG2 / RPG3 /Visual Basic Databases - DB/400, Oracle, Design SSADM, Structured Analysis and Design, COM/DCOM Bench-marking /designing for performance Sizing hardware for throughput Batch /Client Server /Web based products Networks wired and wireless Data synchronization PDA's and wireless devices