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Page 1: Technology Services Organizational Chart - City and … Services Organizational Chart 21 ñ Technology Services Technology Services Budget Summary 2015 Actuals 2016 Appropriated 2017

Technology Services Technology Services Organizational Chart

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Page 2: Technology Services Organizational Chart - City and … Services Organizational Chart 21 ñ Technology Services Technology Services Budget Summary 2015 Actuals 2016 Appropriated 2017

Technology Services Technology Services Budget Summary

2015 Actuals

2016 Appropriated

2017 Recommended

Agencies Denver Media Services 1,539,950 1,451,527 1,741,107 Office of the Chief Information Officer 2,760,350 3,575,218 1,837,462 Operations 25,555,056 27,220,972 33,517,694 Applications Development 19,733,669 22,640,929 23,617,855 Denver 311 1,881,692 1,944,291 1,918,022

Total 51,470,716 56,832,937 62,632,140

Expenditures Personnel Services 30,101,747 31,935,729 34,146,245 Services and Supplies 20,526,563 23,608,889 28,348,742 Capital Equipment 765,537 1,201,112 48,650 Internal Services and Misc. 76,870 87,207 88,503

Total General Fund 51,470,716 56,832,937 62,632,140

Special Revenue Funds General Government 2,875,949 2,215,350 2,040,000

Total Special Revenue Funds 2,875,949 2,215,350 2,040,000

Personnel Complement General Fund General Fund Operations - Civilian 284.50 299.59 310.59

Total Personnel Complement 284.50 299.59 310.59

Capital Improvements Capital Improvements 25,517,685 22,712,685

Total 25,517,685 22,712,685

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Page 3: Technology Services Organizational Chart - City and … Services Organizational Chart 21 ñ Technology Services Technology Services Budget Summary 2015 Actuals 2016 Appropriated 2017

Technology Services Department Summary

Executive Overview

Technology Services is the central information technology department for the City and County of Denver. Technology Services provides enterprise architecture, project management, business and enterprise applications development and support, customer workplace support, and infrastructure services, including network, telecommunication, and server operating environments, 911 communications and radio systems management, information security, governance, risk and compliance, 311 constituent interaction systems, and video services.

Services are provided through the following programs: • Chief Information Officer (CIO)• Operations• Applications• Denver 311• Denver Media Services

Vision

We will become the nation’s model for delivery of technology, media, and contact center services for local government.

Mission

Whether you live, work, or play here, we are driven to connect YOU to YOUR Mile High City.

Strategies

• Foster a culture of employee engagement to continually improve productivity and accountability. (Sustainability)

• Master operational efficiency to better utilize time and resources to improve service delivery for our clients.(Sustainability)

• Understand, quantify, and improve the productivity and satisfaction of agencies to enable them to improve andtransform their business. (Customer Experience)

• Put government information and services in the hands of citizens, anytime, anywhere, any channel, so that theyreceive the best experience possible. (Customer Experience)

Mission-Level Metrics 2013 2014 2015 2016 2017 Actual Actual Actual Estimated Objective

Employee Engagement 7.20 27.05 27.05 29.08 31.0 IT Process Maturity 1.85 2.50 3.0 3.1 3.5 Agency Satisfaction 3.21 3.22 3.5 3.6 3.8 Citizen Satisfaction N/A 78.75 79.0 79.0 80.0

Performance Context

• Employee Engagement is an emergent property of the relationship between an organization and its employees. An‘engaged employee” is one who is fully absorbed by and is enthusiastic about their work and so takes positive actionto further the organization’s reputation and interest. The scale ranges from -100 to +100.

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Technology Services Department Summary

• IT Process Maturity is based upon Gartner’s methodology, using a 0-5 scale of technology organization processmaturity.

• Agency Satisfaction is based on a 0-5 scale derived from directly surveying internal customers regarding satisfactionwith technology services. This survey was conducted for the first time in 2012.

• Citizen Satisfaction is based upon the National Citizen Survey which is an important voice for citizens. Every otheryear, Denver citizens have the opportunity to provide input on Denver’s performance, their satisfaction with civicservices, and overall quality of life.

Please see the division sections for detail about key resource changes impacting these strategies and metrics.

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Page 5: Technology Services Organizational Chart - City and … Services Organizational Chart 21 ñ Technology Services Technology Services Budget Summary 2015 Actuals 2016 Appropriated 2017

Technology Services Office of the Chief Information Officer 3070100

Overview

The Office of the Chief Information Officer (CIO) is responsible for overall strategy, policy direction and management of Technology Services. Technology Services is led by a Chief Information Officer appointed by the Mayor. In addition to traditional IT services, the Office of the CIO oversees Denver Media Services, the Denver 311 contact center, and the Denver Marketing Office.

The Denver Marketing Office manages the City’s brand identity and works to create and support strategic marketing efforts aimed at promoting City services to Denver residents. The office serves as a resource for all City agencies and departments, advising them on marketing tools, messaging, and strategic communications opportunities, and also helps to facilitate and leverage citywide sponsorship opportunities.

Strategies

• Foster a culture of employee engagement to continually improve productivity and accountability. (Sustainability)

• Master operational efficiency to better utilize time and resources to improve service delivery for our clients.(Sustainability)

• Understand, quantify, and improve the productivity and satisfaction of agencies to enable them to improve andtransform their business. (Customer Experience)

• Put government information and services in the hands of citizens, anytime, anywhere, any channel, so that theyreceive the best experience possible. (Customer Experience)

• Implement branding standards and a comprehensive social media use policy for the City. (Customer Experience)

Mission-Level Metrics 2013 2014 2015 2016 2017 Actual Actual Actual Estimated Objective

Employee Engagement 7.20 27.05 27.05 29.08 31.0 IT Process Maturity 1.85 2.50 3.0 3.1 3.5 Agency Satisfaction 3.21 3.22 3.5 3.6 3.8 Citizen Satisfaction N/A 78.75 79.0 79 80

Performance Context

• Employee Engagement is an emergent property of the relationship between an organization and its employees. An‘engaged employee” is one who is fully absorbed by and enthusiastic about their work and so takes positive action tofurther the organization’s reputation and interest. The scale ranges from -100 to +100.

• IT Process Maturity is based upon Gartner’s methodology, using a 0-5 scale of technology organization processmaturity.

• Agency Satisfaction is based on a 0-5 scale derived from directly surveying internal customers regarding satisfactionwith technology services. This survey was conducted for the first time in 2012.

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Office of the Chief Information Officer 3070100

• Citizen Satisfaction is based upon the National Citizen Survey which is an important voice for citizens. Every otheryear, Denver citizens have the opportunity to provide input on Denver’s performance, their satisfaction with civicservices, and overall quality of life.

Budget Highlights 2015

Actuals 2016

Appropriated 2017

Recommended $

Change %

Change

Expenditures by Type

Personnel Services 1,959,178 2,292,150 914,930 (1,377,220) (60.1%)

Services and Supplies 793,720 1,266,842 916,292 (350,550) (27.7%)

Internal Services and Misc. 7,452 16,226 6,240 (9,986) (61.5%)

2,760,350 3,575,218 1,837,462 (1,737,756) (48.6%)

Expenditures by Activity

CIO 1,266,074 1,885,787 1,049,565 (836,222) (44.3%)

Finance 353,497 208,356 1,185 (207,171) (99.4%)

Compliance and Audit Services 915 0 0 0 0.0%

Security 1,136,327 1,199,576 1,890 (1,197,686) (99.8%)

Program Management 3,537 126,457 0 (126,457) (100.0%)

Marketing 0 155,042 784,822 629,780 406.2%

2,760,350 3,575,218 1,837,462 (1,737,756) (48.6%)

Other Program Funding Sources

Capital Projects Funds 25,517,685 22,712,685 (2,805,000) (11.0%)

Total Program Expenditures 2,760,350 29,092,903 24,550,147 (4,542,756) (15.6%)

Personnel Complement (Budgeted)

CIO 6.00 10.00 2.00 (8.00) (80.0%)

Finance 5.00 1.00 0 (1.00) (100.0%)

Marketing 0 0 6.00 6.00 0.0%

Program Management 0 1.00 0 (1.00) (100.0%)

Security 6.00 7.00 0 (7.00) (100.0%)

Total Personnel Complement 17.00 19.00 8.00 (11.00) (57.9%)

Revenue

Use Charges 0 127,000 127,000 0 0.0%

Vacancy Savings (28,041)

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Office of the Chief Information Officer 3070100

Significant Budget Changes by Program

Impact Description FTEs Dollars Administration • A decrease in personnel services due to the transfer of a management analyst,

executive, executive assistant, systems analyst, security analyst, director, administrator, and two security managers to Technology Services Operations.

(9.00) (1,272,300)

• A decrease in personnel services due to the transfer of a program manager,operations coordinator, manager, and an executive assistant to Technology Services Applications.

(4.00) (442,300)

• A decrease in services and supplies due to one-time expenses in 2016 and thetransfer of software expenses to Technology Services Operations.

0.00 (350,600)

• A net decrease in internal services due to the transfer of cell phone stipendexpenses to Technology Services Operations and Applications for associated position moves.

0.00 (10,000)

Marketing • An increase in personnel services due to the transfer of two webmasters from

Technology Services Applications. 2.00 192,000

Capital Equipment

None.

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Page 8: Technology Services Organizational Chart - City and … Services Organizational Chart 21 ñ Technology Services Technology Services Budget Summary 2015 Actuals 2016 Appropriated 2017

Technology Services Operations 3071000

Overview

Technology Services Operations provides for the development and maintenance of City technology systems, data storage and networks. Functional areas include service operations, service delivery, security, and agency services.

The Service Operations program goal is to provide effective workplace support for infrastructure essential to city employees. Services include problem resolution for password issues, software, internet access, device support, new user setup and access, and printer setup. Primary activities include phone-based computer support, workplace support, customer help and support services, infrastructure support services and telephony support.

The team also provides data center, and network services essential to both City employees and citizens. Services include server administration, perimeter security, secure remote access, internet access and support, document and storage management, disaster recovery, network rights administration and network security and monitoring. Primary activities include network services, collaboration services, infrastructure systems maintenance, and voice systems management.

The Service Delivery team’s program goal is to complete infrastructure projects in a timely manner. The team works on projects in four areas; Compute, Communications, Data Center, and Site build outs. This group also provides high-level support of the infrastructure and acts as a tier three support group to assist our city employees, citizens, and IT staff.

The Agency Services program goal is to provide 911 Computer Aided Dispatch (CAD) service and support to Denver 911. We also provide communication services and voice radio systems management for first responders and other city agencies. The teams support the Mobile Computer Terminals used by the Denver Police Department. Primary activities include network services, infrastructure systems maintenance, and incident management systems. This also includes support for the CAD Data warehouse, recording for 911 phones, administrative phones and radio talk groups, including the primary 911 center and the backup location.

The goal of Security and Compliance is to maintain the confidentiality, integrity, and availability of the City’s information systems and to improve associated process maturity. The Chief Information Security Officer (CISO) oversees the following three teams:

• The Information Security team supports business application projects, security architecture, threat andvulnerability preparedness, and cyber-incident response.

• The Governance, Risk and Compliance (GRC) team performs:o Governance: develops policies and establishes a controls framework to improve process and advance

maturity. o Risk: assists in disaster recovery testing; mitigates risk by implementing controls and remediating audit

findings. o Compliance: ensures regulatory compliance, such as payment card industry (PCI), criminal justice (CJIS),

and health (HIPPA); liaises with auditors (City Auditor, external auditor, PCI, FBI, etc.); monitors compliance with cable television franchises; and performs testing to validate that our controls are working as intended.

• The Security Operations Center (SOC) team supports service delivery by continuously monitoring infrastructurefor hardware malfunctions and monitoring applications for abnormal events or system outages. They providemanagement alerting and support incident response and problem resolution.

Strategies

• Attract and retain a skilled IT workforce, and invest in employee technical training in support of Technology Services’strategic plan and industry best practices. (Sustainability)

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Operations 3071000

• Develop or procure tools to effectively manage operational systems and processes. This includes the IT servicemanagement tool, which will enable Technology Services to better track, categorize, and resolve service requestsand work orders in a more proactive fashion. (Sustainability)

• Invest in delivery of information and services to mobile devices to facilitate anytime, anywhere access for citizensand other external customers. (Customer Experience)

• Simplify, standardize, and automate the infrastructure in place today to make TS more efficient. (CustomerExperience)

• Further the goal of “One city one network,” to clean up and standardize every site across the city. This allows ourdepartment to do more with less by simplifying our supported environment. (Customer Experience)

• Improve service levels through hardware and data redundancy in our data centers with enterprise grade equipment.(Customer Experience)

• Develop and deploy a unified communications platform throughout the City to help city employees meet the needsof our citizens. (Customer Experience)

Performance Measures 2013 2014 2015 2016 2017 Actual Actual Actual Estimated Objective

Technology Customer Support Percent of Service Desk Calls Resolved

On First Contact 60% 65% 70% 72% 80% Average Call Abandon Rate (Not to Exceed) 15% 7% 9% 7.5% 7% Incident Reopen Rate (Not to exceed) 10% 5% 3% 3% 3% Customer Satisfaction Survey 65% 75% 85% 85% 85% Availability of File Access During Standard Business Hours 99.42% 99.57% 99.90% 99.90% 99.90% Availability of Core Network 99.42% 99.57% 99.90% 99.90% 99.90% Availability of Server Services 99.42% 99.57% 99.90% 99.90% 99.90%

Technology Agency Services Availability of 911 computer Aided Dispatch 99.00% 99.990% 99.990% 99.999% 99.999% Availability of First Responder Network 100% 99.999% 100% 100% 99.999%

Security and Compliance Control Validations N/A 2 20 30 40 System Logs Monitored 70% 80% 90% 100% 100% Disaster Recovery Tests 1 2 2 2 3 Network Devices Monitored N/A N/A 70% 100% 100%

Performance Context

• Service Desk is the first point of contact for all technology support requests within the City. Operations strives torespond to service requests as soon as possible. Calls resolved on first contact (first call resolution) is a measure ofhow frequently incidents are resolved in real time, on the first call. Problem and critical incident priority levelsdictate the order in which work is conducted. Bomgar defines industry standard as 71 percent.

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Operations 3071000

• Average call abandon rate is the average number of calls, or customers, that hang up the telephone before it ispicked up, or answered, by the Service Desk. This measure informs staffing patterns and call center equipmentneeds.

• Incident reopen rate highlights the numbers of repeated or recurring incidents and helps identify problems that areembedded in the environment or in people’s use of the environment.

• Customer satisfaction survey is a measure of how satisfied customers are with the help provided to them.

• Availability of systems is a measure of percent uptime. The industry standard is 99.9 percent, but systems are rarelybuilt to meet this level due to cost. The standard of 99.9 percent is equal to 5 minutes of downtime per year andtypically requires fully redundant data infrastructure, intensive monitoring, and 24/7 on-site staffing.

• Core network includes the six main fiber switches that form the core of the City network.

• 911 computer aided dispatch is used by 911 Call Takers and Dispatchers and is the central system for 911operations.

• First responder network is made up of an 800 MHz radio system used by all Safety agencies.

• Control Validations are tests conducted to ensure technical controls are operating as expected. Examplesinclude system backups completed, access de-provisioning, remote access provisioning, and file share access.The number of controls being verified is expanding which helps assess process maturity and reliability.

• System Logs Monitored are the percentage of server and network data flow devices monitored by securityinformation and event monitoring tool. Increasing the number helps better detection and quicker responses toalerts regarding real-time threats occurring on our data network.

• Disaster Recovery Tests for each critical system should be conducted annually. Less critical systems can bedone less often based upon the results of the business impact analyses.

• Network Devices Monitored are the percentage of Technology Services’ infrastructure hardware devicesmonitored for proper functioning.

Budget Highlights 2015

Actuals 2016

Appropriated 2017

Recommended $

Change %

Change

Expenditures by Type

Personnel Services 12,662,034 13,158,682 14,927,869 1,769,187 13.4%

Services and Supplies 12,144,160 12,820,851 18,545,573 5,724,722 44.7%

Capital Equipment 711,416 1,201,112 0 (1,201,112) (100.0%)

Internal Services and Misc. 37,446 40,326 44,252 3,926 9.7%

25,555,056 27,220,972 33,517,694 6,296,722 23.1%

Expenditures by Activity

Security Operations 659,800 651,377 665,736 14,359 2.2%

Security and Compliance 495,461 582,602 1,219,906 637,304 109.4%

Ordering Receiving 1,847,645 2,101,158 7,808 (2,093,350) (99.6%)

Service Management 509,768 808,283 2,406 (805,877) (99.7%)

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Operations 3071000

Budget Highlights 2015

Actuals 2016

Appropriated 2017

Recommended $

Change %

Change

Service Ops - ITSM 3,237,459 3,154,792 6,884,628 3,729,836 118.2%

Service Ops - Client Computing 1,318,194 1,705,371 2,438,573 733,202 43.0%

Service Ops - Mobile Device 0 0 2,475,417 2,475,417 0.0%

Desktop Support DHS 0 0 858,695 858,695 0.0%

Service Ops - Communications 465,092 414,854 1,604,611 1,189,757 286.8%

Service Ops - Compute 1,758,603 2,064,311 1,814,389 (249,922) (12.1%)

Service Ops - Service Desk 1,786,496 1,816,283 1,388,835 (427,448) (23.5%)

Service Delivery - Compute 1,801,493 2,464,635 3,154,144 689,509 28.0%

Radio Communications 3,310,367 2,540,918 2,717,036 176,118 6.9%

911 CAD 0 0 733,806 733,806 0.0%

Service Delivery - Data Center/Video 7,710,771 8,264,442 6,266,847 (1,997,595) (24.2%)

Service Delivery - Communications 653,905 651,944 1,284,857 632,913 97.1%

25,555,056 27,220,972 33,517,694 6,296,722 23.1%

Other Program Funding Sources

General Government SRF 871,665 500,000 500,000 0 0.0%

Total Program Expenditures 26,426,722 27,720,972 34,017,694 6,296,722 22.7%

Personnel Complement (Budgeted)

911 CAD 0 0 6.00 6.00 0.0%

Desktop Support DHS 0 0 9.00 9.00 0.0%

Ordering Receiving 3.00 3.00 0 (3.00) (100.0%)

Radio Communications 14.00 14.00 14.00 0 0.0%

Security and Compliance 4.00 5.00 7.00 2.00 40.0%

Security Operations 5.00 5.00 4.00 (1.00) (20.0%)

Service Delivery - Communications 7.00 7.00 7.00 0 0.0%

Service Delivery - Compute 16.00 13.00 9.00 (4.00) (30.8%)

Service Delivery - Data Center/Video 25.00 26.00 9.00 (17.00) (65.4%)

Service Management 3.00 2.00 0 (2.00) (100.0%)

Service Ops - Client Computing 11.00 16.00 21.00 5.00 31.3%

Service Ops - Communications 4.00 4.00 11.00 7.00 175.0%

Service Ops - Compute 5.00 5.00 13.00 8.00 160.0%

Service Ops - ITSM 3.00 4.00 6.00 2.00 50.0%

Service Ops - Mobile Device 0 0 4.00 4.00 0.0%

Service Ops - Service Desk 21.00 21.00 15.00 (6.00) (28.6%)

Total Personnel Complement 121.00 125.00 135.00 10.00 8.0%

Revenue

Charges for Services 93,637 67,000 67,000 0 0.0%

Use Charges 630,579 624,000 624,000 0 0.0%

Internal Service and Indirect Cost 1,897,342 2,037,095 2,136,159 99,064 4.9%

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Operations 3071000

Budget Highlights 2015

Actuals 2016

Appropriated 2017

Recommended $

Change %

Change

Miscellaneous Other 131,890 77,000 77,000 0 0.0%

2,753,448 2,805,095 2,904,159 99,064 3.5%

Vacancy Savings (455,415)

Impact Description FTEs Dollars Technology Services Operations • An increase in personnel services due to the transfer of a management analyst,

executive, executive assistant, systems analyst, security analyst, director, administrator, and two security managers from the Technology Services Office of the Chief Information Officer.

9.00 1,272,300

• An increase in personnel services for a 911 systems administrator. This increase is fullyoffset by revenue from billing for services.

1.00 99,000

• An increase in personnel services due to the transfer of a senior systems administratorfrom the Department of Environmental Health Administration.

1.00 77,900

• An increase in services and supplies for Microsoft and Adobe enterprise agreements. 0.00 2,532,100

• An increase in services and supplies for operations, maintenance, and supportcontract increases.

0.00 1,812,600

• An increase in services and supplies to increase internet speeds and deploy additionalwireless users throughout the city.

0.00 1,000,000

• An increase in services and supplies for additional desktop support. 0.00 260,000 • An increase in services and supplies for camera maintenance due to an increase in the

number of cameras installed.0.00 120,000

• An increase in internal services due to the transfer of cell phone stipends from theTechnology Services Office of the Chief Information Officer.

0.00 3,900

• A decrease in personnel services due to the transfer of a systems architect toTechnology Services Applications.

(1.00) (164,700)

• A decrease in capital equipment due to one-time capital equipment purchases in2016.

0.00 (1,201,100)

Capital Equipment None.

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Technology Services Denver Media Services 304100

Denver Media Services (DMS) serves the communication and media resource needs of Denver City government and distributes information via cable television (channels 8 and 58), internet video portal accessed through Denvergov.org, and e-media. DMS also administers the City’s cable franchise Public and Education access agreements.

The Denver Media Service program goal is to promote local government integrity and transparency, and encourage civic participation. DMS provides video production services for City agencies and partners including public outreach, message dissemination, and marketing campaigns, and collaborates with various partners to develop or acquire additional programming for distribution.

The Cable Franchise PEG Administration program goal is to effectively administer the City’s cable Public, Education, and Government franchise components. The agency ensures Franchise compliance, and associated Public, Education, and Government (PEG) capital funding payments adhere to agreed-upon terms, manages PEG funds, and monitors contractual compliance for PEG access services. Activities include: contract management, customer service, enforcement of regulations, and franchise fees/capital procurement audits.

Strategies

• Provide video production service of all types at the best cost possible leveraging low staffing costs and the city’sproduction facilities and equipment to meet internal agencies’ service requirements and expectations. (CustomerExperience)

• Package and distribute positive messages about the work the city is performing, information about service offeringsand events, and highlight ongoing improvements showing why it a great place to live, play, and work. (CustomerExperience)

• Increase baseline viewership through promotional opportunities including cross-promotion of content withpartners and sponsors. (Sustainability)

• Respond to content demands, trends, and partner feedback by developing and acquiring new programmingand improve existing products, and establish programming partnerships that support the creation ofsubstantial, high-quality, and affordable content. (Customer Experience)

• Foster employee engagement through recognition, accountability, and utilize team strengths to uphold a culture oftrust and confidence. (Sustainability)

Performance Measure 2013 2014 2015 2016 2017 Actual Actual Actual Estimated Objective

Content delivered via other municipality and source distribution N/A 7 18 102 110 Sponsorship funding N/A $10,000 $25,000 $10,000 $10,000 TV program expansion N/A 2 3 1 1 Client satisfaction rating 80% 87% 89% 90% 91%

Programs Produced or offered (number per year) Mayor’s Press Events 63 61 74 46 46 Public meetings 336 315 260 305 305 Produced programs 326 294 366 409 409 Red Rocks Video Support 107 116 124 156 156 Acquired programs 25 29 60 72 75

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Denver Media Services 304100

Performance Context

• Client satisfaction ratings are based on customer feedback surveys received from internal customers.

• Public meeting coverage includes Auditor’s meetings, budget hearings, Citizen Oversight Board meetings, CityCouncil Committee and Legislative meetings, Clerk & Recorder meetings, community/public policy meetings, andMayor-Council.

• Produced programs include live coverage, Public Service Announcement production, programming content, agencyprojects, and acquired programs.

Budget Highlights 2015

Actuals 2016

Appropriated 2017

Recommended $

Change %

Change

Expenditures by Type

Personnel Services 1,216,757 1,221,024 1,351,031 130,007 10.6%

Services and Supplies 272,965 227,658 338,581 110,923 48.7%

Capital Equipment 47,852 0 48,650 48,650 0.0%

Internal Services and Misc. 2,376 2,845 2,845 0 0.0%

1,539,950 1,451,527 1,741,107 289,580 20.0%

Expenditures by Activity

Administration 232,247 344,519 321,689 (22,830) (6.6%)

Production 925,617 712,351 1,142,121 429,770 60.3%

Programming 382,087 394,657 277,297 (117,360) (29.7%)

1,539,950 1,451,527 1,741,107 289,580 20.0%

Other Program Funding Sources

General Government SRF 2,004,284 1,715,350 1,540,000 (175,350) (10.2%)

Total Program Expenditures 3,544,233 3,166,877 3,281,107 114,230 3.6%

Personnel Complement (Budgeted)

Administration 4.00 3.00 2.00 (1.00) (33.3%)

Production 4.50 8.49 12.49 4.00 47.1%

Programming 3.00 3.00 2.00 (1.00) (33.3%)

Total Personnel Complement 11.50 14.49 16.49 2.00 13.8%

Revenue

Cable Franchise 7,724,947 8,285,668 8,285,668 0 0.0%

Internal Service and Indirect Cost 99,407 100,000 185,985 85,985 86.0%

Miscellaneous Other 57 0 0 0 0.0%

7,824,411 8,385,668 8,471,653 85,985 1.0%

Vacancy Savings (27,496)

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Denver Media Services 304100

Impact Description FTEs Dollars Denver Media Services • An increase in personnel services for two television and video producers to support

Denver Media Services work program, to create new business partnerships, and to continue to create high-quality video content. This increase is partially offset by a reduction in on-call budget.

2.00 100,700

• An increase in services and supplies for maintenance and licensing cost increases. 0.00 110,900 • An increase in capital equipment for replacement television wireless microphones. 0.00 48,700 • An increase in revenue for billing for video production services. 0.00 86,000

Capital Equipment

Funding Source/Item Quantity New/Replacement

General Fund Television wireless microphones kits 10 Replacement

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Technology Services Applications Development 3074000

Overview

Applications Development provides business solutions and public interaction services that improve the customer experience and support the business objectives of both internal and external customers.

Application Services provides solutions that increase efficiency, automate business processes, improve customer service, and meet business objectives. This includes enterprise-wide applications (enterprise resource planning (ERP) systems, geospatial information system (GIS), Denvergov.org, document management, enterprise cashiering, etc.) and business area specific applications (review, permitting and inspection system, legislative information system, jail management system, the tax collection system, etc.). Primary activities include business and systems analysis, design, application development, commercial off-the-shelf (COTS) application configuration, systems integration, quality assurance/testing, application support, business intelligence, reporting, data management, and database maintenance and support. Also included is Enterprise Architecture which applies architecture principles to guide Technology Services through the business, information, process, and technology changes necessary to execute its strategy.

The Technology Project Management program goal is to deliver program management, project management, and budget development assistance to city agencies for technology projects. The Program Management Office (PMO) provides professional project management resources to manage and deliver technology projects and promote successful project delivery. The PMO also provides project oversight, quality assurance and auditing of in-flight projects to monitor potential problems, and provide proactive resolutions prior to significant project impact. Primary activities include: governance for the intake request process, project management and oversight, and setting standards and policies.

Public Interaction Services provide multi-channel access and support to all city services, information, and transaction requests, which enable users to have timely interactions on-site or remotely. Other key activities include Denvergov.org, customer resource management, mobile applications, open data, and social media.

Strategies

• Consolidate legacy custom applications into standards-based web applications, enterprise applications, orcommercial off-the-shelf (COTS) applications. (Sustainability)

• Implement standards and design patterns for application development to be used throughout the department.(Sustainability)

• Implement a Software as a Service (SaaS) solution for Enterprise Resource Planning (ERP) and Human ResourceManagement (HCM), focusing on sustainability and customer experience. (Sustainability)

• Promote and provide secure and reliable data and self-service applications accessible via the Internet. (CustomerExperience)

Mission-Level Metrics 2013 2014 2015 2016 2017 Actual Actual Actual Estimated Objective

Technology Applications Average days to complete work orders 20 15 10 9 8.5 Average days to resolve severity

1 and 2 defects 3 3 2 2 2 Custom applications mobile enabled % 15% 25% 35% 50% 65% Applications using non-standard technology 25% 20% 15% 13% 10% Architecture standard compliance rate 99% 99% 99% 99.9% 99.9%

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Applications Development 3074000

Mission-Level Metrics 2013 2014 2015 2016 2017 Actual Actual Actual Estimated Objective

Denvergov.org website availability 99% 99% 99% 99% 99.9% Enterprise applications availability 99% 99% 99% 99% 99% COTS/customer applications availability 98% 99% 99% 99% 99% Databases supported per administrator 150 100 50 50 50 Percent of projects on budget 90% 95% 95% 90% 90% Percent of projects on schedule 90% 95% 95% 90% 90%

Performance Context

• Average days to complete work orders and resolve severity 1 and 2 defects are based upon metrics derived fromapplications development and support teams from the time a request is opened until the request is completed.Severity 1 and 2 defects are critical and high priority bugs and problems that require faster resolution than severity 3and 4 defects.

• Custom applications mobile enabled is derived from the current number of web applications built on a platform thatsupports a mobile interface versus the total number of custom applications currently in use.

• Applications using non-standard technology is based on the percentage of supported applications built on legacyplatforms with outdated/no longer supported technologies. The higher this number, the more complex the supportmodel becomes.

• Application availability is based on systems availability during extended working hours. Factors that cause thepercentage to decrease are generally related to unplanned system outages, where all or a large portion offunctionality is not operational. System uptime/availability percentages should approach 100 percent.

• Databases supported per administrator is based on the total number of server databases that require support perthe total number of database administrators.

• Percent of projects on budget and on schedule are derived from the consolidation of weekly status reports in SNOWPPM that include project schedule and budget adherence/deviation. 2016 and 2017 numbers reflect an increase inthe size and complexity of projects managed.

Budget Highlights 2015

Actuals 2016

Appropriated 2017

Recommended $

Change %

Change

Expenditures by Type

Personnel Services 12,440,697 13,387,931 15,102,743 1,714,812 12.8%

Services and Supplies 7,259,052 9,227,138 8,481,896 (745,242) (8.1%)

Capital Equipment 6,268 0 0 0 0.0%

Internal Services and Misc. 27,652 25,860 33,216 7,356 28.4%

19,733,669 22,640,929 23,617,855 976,926 4.3%

Expenditures by Activity

Project Management Office 1,574,493 1,667,328 1,997,151 329,823 19.8%

Administration 0 0 169,161 169,161 0.0%

Applications 2,944,425 3,522,199 2,539,347 (982,852) (27.9%)

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Applications Development 3074000

Budget Highlights 2015

Actuals 2016

Appropriated 2017

Recommended $

Change %

Change

Applications Planning Engage 1,529,839 1,619,510 1,277,550 (341,960) (21.1%)

Applications Planning Analysis 4,298,288 4,950,932 5,020,022 69,090 1.4%

Applications Build Connect 2,074,857 2,230,060 1,608,041 (622,019) (27.9%)

Enterprise Architecture 460,000 483,071 772,521 289,450 59.9%

Applications Build New Dev 3,190,417 4,293,943 4,877,377 583,434 13.6%

Applications Build Inc Dev 835,052 946,023 1,792,906 846,883 89.5%

Application Management Quality & Service Mgmt 1,299,211 1,380,094 1,916,444 536,350 38.9%

Applications Management Release 1,527,086 1,547,768 1,647,335 99,567 6.4%

Total Program Expenditures 19,733,669 22,640,929 23,617,855 976,926 4.3%

Personnel Complement (Budgeted)

Administration 0 0 2.00 2.00 0.0%

Application Management Quality & Service Mgmt 10.00 11.00 17.00 6.00 54.5%

Applications 4.00 4.00 5.00 1.00 25.0%

Applications Build Connect 16.00 17.00 12.00 (5.00) (29.4%)

Applications Build Inc Dev 8.00 9.00 15.00 6.00 66.7%

Applications Build New Dev 12.00 13.00 14.00 1.00 7.7%

Applications Management Release 12.00 12.00 12.00 0 0.0%

Applications Planning Analysis 15.00 14.00 12.00 (2.00) (14.3%)

Applications Planning Engage 13.00 13.00 11.00 (2.00) (15.4%)

Enterprise Architecture 3.00 3.00 4.00 1.00 33.3%

Project Management Office 10.00 12.00 14.00 2.00 16.7%

Total Personnel Complement 103.00 108.00 118.00 10.00 9.3%

Revenue

Charges for Services 1,620 4,000 4,000 0 0.0%

Internal Service and Indirect Cost 108,225 100,000 100,000 0 0.0%

109,845 104,000 104,000 0 0.0%

Vacancy Savings (465,128)

Significant Budget Changes by Program

Impact Description FTEs Dollars Application Services • An increase in personnel services for a database administrator, senior developer,

senior systems analyst, and project manager to support technology improvements for the Denver Sheriff's Department.

4.00 465,400

• An increase in personnel services due to the transfer of a program manager, operationscoordinator, manager and an executive assistant from Technology Services Office of the Chief Information Officer.

4.00 442,300

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Applications Development 3074000

Impact Description FTEs Dollars • An increase in personnel services due to the transfer of two senior developers from the

Department of Environmental Health Administration. 2.00 271,200

• An increase in personnel services due to the transfer of a systems architect fromTechnology Services Operations.

1.00 164,700

• An increase in personnel services for a senior enterprise resource planning developerto support a citywide application implementation.

1.00 116,700

• An increase in services and supplies for maintenance contract increases. 0.00 254,800 • An increase in internal services due to the transfer of expenses from the Technology

Services Office of the Chief Information Officer.0.00 7,400

• A decrease in personnel services due to the transfer of two webmasters fromApplications Development to Technology Services Office of the Chief InformationOfficer.

(2.00) (192,000)

• A decrease in services and supplies due to the transfer of budget to a TechnologyServices capital project for system upgrade expenses.

0.00 (1,000,000)

Capital Equipment

None.

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Technology Services Denver 311 3090000

Overview

Denver 311 provides access to government services through multiple methods (voice, electronic, social media, and mobile applications), creating a link between residents and city government for non-emergency services and communications. 311 customer service agents answer inquiries and document requests for services in a personal, timely, efficient, accurate, and measurable manner.

Denver 311 Operation’s program goal is to put government information and service requests in the hands of residents anytime, anywhere, via any channel for the best possible customer experience. Service requests and inquiries are documented and handled upon first call resolution or routed to the appropriate service area for settlement. Other activities include the following:

• Agency partnership – Foster relationships with our partner agencies in order to improve the level of service providedto our constituents.

• Neighborhood Outreach - Encourage community awareness and establish brand identity through regularparticipation in neighborhood organization meetings and community forums.

• Reporting - Provide custom reports containing data related to inquiry and service order activity within an agency orcouncil district.

Strategies

• Provide customer service excellence through continued agency/division partnerships and more robust outreachincluding phone, social media, and electronic communications. (Customer Experience)

• Improve reporting services and custom report offerings in partnership with enterprise resource planning includingmetrics affecting resident satisfaction. (Customer Experience)

• Continue analysis of existing partnership processes and procedures to identify efficiencies and cost reductionopportunities related to resident interactions and service delivery. (Sustainability)

• Identify and implement enhanced community awareness opportunities through low-cost linkages with communitygroups and various marketing initiatives. (Customer Experience)

Performance Measures 2013 2014 2015 2016 2017 Actual Actual Actual Estimated Objective

311 Operations Percent inquiries received via alternate Channels 10% 8% 8% 10% 15% Average speed of answer 1:45 2:29 2:50 3:37 1:00 Net Promoter Score (scale – 100 to +100) N/A N/A N/A -14% 25% First call resolution 46% 44% 45% 54% 55% Quality assurance 82.5% 89% 90% 58% 60%

Performance Context • The majority of inquiries received in the Denver 311 center are via the phone. Inquiries received via alternate

channels include electronic (email), mobile (smart phone) and social media avenues. A new Customer Relationship

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Denver 311 3090000

Management (CRM) application, Salesforce, was launched in fall 2015, improving tracking and reporting. For 2017, we plan to introduce the capability for live chat and text.

• Call center standards suggest a 30-45 second average speed of answer from the time the caller enters the callqueue. Denver 311 strives to achieve a 60 second standard based on budgeted resources.

• Net promoter score (NPS) is based on just two questions: How likely is it that you’d refer CCD to family, neighbors,and friends; what is it that we must do better to earn your reputation (Detractor) OR what do we do well(Promoter)? The questions are scored on a 0-10 scale; 9-10 are promoters, 7-8 are passive, and 0-6 are detractors.Based on a scale of -100 to +100, the calculation for NPS entails subtracting the % Detractors from the % Promoters.

• While not always possible due to the complexity of some processes, Denver 311 endeavors to resolve resident callswithout having to transfer them to another agency for resolution. CRM data reflects the percentage of time that firstcall resolution is achieved.

• Quality Assurance (QA) rating. Denver 311 sets high standards for the quality of service we provide to ourconstituents. Every agent’s calls are recorded and a number of those calls are monitored on a monthly basisto ensure consistency with quality standards.

Budget Highlights 2015

Actuals 2016

Appropriated 2017

Recommended $

Change %

Change

Expenditures by Type

Personnel Services 1,823,082 1,875,941 1,849,672 (26,269) (1.4%)

Services and Supplies 56,666 66,400 66,400 0 0.0%

Internal Services and Misc. 1,944 1,950 1,950 0 0.0%

1,881,692 1,944,291 1,918,022 (26,269) (1.4%)

Expenditures by Activity

311 Customer Service Center 1,881,692 1,944,291 1,918,022 (26,269) (1.4%)

Total Program Expenditures 1,881,692 1,944,291 1,918,022 (26,269) (1.4%)

Personnel Complement (Budgeted)

311 Customer Service Center 32.00 33.10 33.10 0 0.0%

Total Personnel Complement 32.00 33.10 33.10 0 0.0%

Revenue

Miscellaneous Other 1,262 0 0 0 0.0%

1,262 0 0 0 0.0%

Vacancy Savings (52,391)

Significant Budget Changes by Program None.

Capital Equipment None.

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