Recommended FY 2022-2024 Operating Budget and CIP

Information Services (continued)

• IT accelerated the deployment of mobile devices such as laptops to teammates to assist the organization in hybrid work models during COVID • IT managed the Wave broadband deployment to start the development of dark fiber to City facilities increasing redundancy and network/system availability • Upgraded Pipeline Observation System Management (POSM) software for the Corporation Yard to the server version and hosting the data in our SQL Cluster instead of Access Database • Performed three version upgrades to ensure our Active Directory is operating on the most current version • Upgraded servers to supported versions of the operating systems where feasible based on application dependencies • Developed recommendations for end-of-life storage replacement • Installed new wired and wireless networks to all facilities except the Aquatics Center • Performed an audit of user accounts, disabled old users, and validated existing accounts COVID • Developed a prioritized spend plan for American Rescue Plan Act (ARPA) funds for technology needs • Deployed laptops and equipment for employees to work remotely • Implemented a new support model to assist teammates working remotely and on a wider range of devices FY 2022-23 and 2023-24 Activity Goals • Implement Mimecast email filtering software (Fostering a Positive Organizational Culture; Fiscal Sustainability) • Complete management and installation of WAVE broadband connectivity to all City buildings (Fostering a Positive Organizational Culture; Fiscal Sustainability) • Improve our Help Desk ticketing system to allow teammates to submit tickets through multiple channels from outside the City’s network, including the new customer service standards such as live-answer support (Fostering a Positive Organizational Culture) • Rearchitect IT infrastructure to focus on simplicity, scalability, and enhanced security to reduce the burden of the IT administration and reduce required future investment (Fiscal Sustainability) • Perform an IT disaster recovery exercise to prepare both IT staff and teammates for operating during a disaster where a system might not be available, and aid recovery of systems critical to the operations of the City (Fiscal Sustainability; Preserving and Cultivating Public Trust) • Update schedule for End-of-Life Equipment (Fiscal Sustainability) • Establish a Steering Committee Team for determining project prioritization (Fostering a Positive Organizational Culture) • Expand and enforce MFA (Fiscal Sustainability) IT Tickets • The IT team closed 2,052 HelpDesk Tickets in 2021

INTERNAL SERVICE FUNDS/MISCELLANEOUS PROGRAMS 299