 Okay, we'll call the meeting to order This is the third of our committee the whole meetings. We'll have roll call first and wangaman 16 here Oh, excuse excuse. Sorry. Sorry Bowers Decker Gisha here Hanna here. There's a surprise Heidemann here cat Kittleson, thank you Clayunas here Montemay or excused rindflesh excused suric Vanderweal Voo wangaman I believe one two three four five six seven eight nine ten We have a floor so I'm on the property, but I Has to be excused for 10 minutes. Okay, and contract. Thank you very much. We will wait turn Okay, we'll do the Pledge of Allegiance. Everyone stand, please I pledge allegiance to the flag of the United States of America and to the Republic for which it stands One nation under God and indivisible with liberty and justice for all Bit of a time crunch today, and I appreciate everybody coming here for this. This is a presentation on the IT from the IT consultant, Mr. Andy Palki He's going to give us his overview on where we are with the IT situation And we also have the finance director to Erie Hansen here who's on vacation but came in for this meeting so we appreciate that and We hope to have time for questions. So we're gonna ask Andy to move things along as much as he can Andy, take it away. All right. Thank you very much Use the microphone It's on television Minutes have been approved and second moved and seconded to be approved all in favor This July 21st. Thank you very much Okay, can you hear me? Yeah. Yes. All right. My name is Andy Palki I'm the IT consultant that was hired to look at your IT organization to figure out where to go with it I have spent the last two months or so doing various things to that end. I have some High-level recommendations which I need the council to understand approve because the Recommendations that we're going to come after are sort of within scope of that And so if the council doesn't want us to go this direction We need to you know the recommendations that we give you from this point forward will change So this is I'm going to speed this thing up a little bit First of all, we have to look at what an IT what should an IT department do an IT department is supposed to provide the following services Consulting project management software development training support and preventative maintenance These are all things that we should be doing So just briefly let's go over what those things are consulting. What is it consulting provides advice in a wide range of IT related topics? Including identifying business needs Recommending the most appropriate solution to meet those needs Developing a strategy to ensure the ongoing operation of the organization. This is called institutionalization And planning for system failures backup and recovery Project management project management is the discipline of planning Organizing and managing resources to bring about the successful completion of a specific project goals and objectives Project management is an entire field of study. That's important project managers make sure the process keeps moving and that milestones are met Project managers make sure the individual contributors who may report to different people are doing what they're supposed to be doing Project managers measure and report on progress. They let you know early that a project is in trouble while you still have time to do something about it That's important. You don't want to wait till the near the end of the project and go Oh my gosh, we're in trouble The report whole point of milestones is to find out early that you're in trouble when you have time to adjust a Project manager will ensure the successful outcome of the project Software development. What is it software development produces a computer application to solve a business need? Software is written in a particular programming language such as cobalt basic or C sharp Most of our custom applications here at the city were written in cobalt, which is one of the oldest programming languages There are software development is expensive. So we don't want to do it unless we have to Training very simply training provides hands-on instruction and how to use the solution to fulfill a business need Support support is needed to fix systems that are not working as designed Fixed problems the user has created via some mistake. They made Support can include small enhancements to correct design flaws or to meet business needs not previously identified Support is commonly managed via a help desk, which we don't have Preventive maintenance preventive maintenance includes installing software patches that fix known problems It includes installing software updates to retain vendor support often times if you have old software and you call the vendor for help They'll say what version are you running? Well, we're running version 2. Sorry. We don't support that anymore So we have to you have to keep up to date with software to get vendor support Preventive maintenance includes cleaning hardware devices such as printers and desktop computers and most importantly It should be done regularly on our time to avoid installing updates during a crisis Which can lead to further problems that you didn't know about so you want to preventive maintenance Not when it's app becomes absolutely necessary, but when it's an opportune time to do so Okay, so again These are the kinds of things that it should be providing to the various different departments in the city at 50,000 feet we have two problems One is that there's a huge gap in what we should be providing these items over here Versus what we are actually providing and I sort of faded them off to the Relative percentage so the fact that you can't read this thing. That's a software development is because we don't do a whole lot of it And project management we do almost none We're doing very little of any of this stuff. We're really spending all of our time is doing support Just break fix break fix break fix little support kind of items. No projects. No consulting No, not much training. No preventive maintenance. We're just not doing it okay, so We spend very little time understanding the needs of each department as a result Our consulting is limited to a small amount of product research done occasionally and only by request We do not have a business analyst to do this kind of work We have not managed projects for a long time several years at least we do not have a project manager For the last few years our software development has been all support and maintenance No new applications have been built no significant additions to existing applications have been delivered. We're just not doing it Our focus over the last several years has been on support which has consumed most of our resources Preventive maintenance is often deferred which means it's not getting done and one reason for the gap is that the number of IT Resources has been shrinking while the amount of technology we're using in all departments has been growing Usually as the departments adopt new technology and reduce staff There is some incremental in increase in the IT department to support that new technology That's not happening. It's going the opposite direction So many of the complaints Departments have today and I've talked to all of them with IT are due to this gap in service That means that closing the gap will reduce the complaints However, it will not eliminate all complaints to eliminate all the complaints We need a shift in thinking about what IT is and what it isn't in other words. We need a new business model The IT department needs to think of itself as a service organization helping departments as customers Fulfill their IT needs in a supportive slash consulting role. Some people will say this is what we are This is what we do. Well, it's not really true when I got here. There was definitely a With all good intentions it wasn't done out of malice or anything like that with good intentions The IT department more thought of themselves more as an authority an authority over the computer systems that everybody uses You know, we control it to where the authority Which has led to some problems The IT should not think of itself as the controller of all information technology It should advise its customers on what to purchase, but the customer makes the final decision That customer by the way usually a department head is accountable to the mayor on their decision So it doesn't have to be IT. There will be accountability. It just won't be from the IT department The IT department should advise the city on what policy should be adopted to prevent wasteful spending and to avoid Unnecessary problems across all departments. However, this should not be should not be IT department policies These are city city policies for example One of the things today is that there are no people in departments that have admin access to their computer That's to prevent them from installing software. That's the city doesn't know about that's not necessarily a bad policy But it should not be an IT policy. It's a city policy We just implement it slight shift in thinking but very important because of this credibility problem that IT has Because of this authoritarian kind of attitude The mayor and the common council should seek opinion of the IT department before approving specific IT expenditures This is important You know one of the pushbacks you'll get from the people in IT is that we need to be of the authority to make sure that money isn't wasted That was the department has don't go around the IT department go to the council ask for money for something Which they really shouldn't be doing so the simple way to solve that problem is just to simply make sure that the council knows that if you're asked to provide Approval on a specific IT expenditure that the natural question you should ask is well What did IT say and if IT says it's a good idea? Well, then you're sort of now moving on to well Is it a good use of money if IT says it's not a it's not a recommended way we would do it then it's like okay Wait a minute. We need to understand the IT department's perspective on this problem And maybe look at it a little deeper, okay? That'll be sufficient to head off wasteful spending on you know people that just asked for stuff And maybe don't quite know what they're doing Department should pay for the IT direct for IT directly out of their budgets The city as a whole should pay for IT services like consulting that it needs all departments to have Okay, and that's because if you make the departments pay for IT directly out of their budgets They might tend to short circuit things like getting good advice because they want to save money which in the end costs money So it's not completely an IT each department pays for all IT services The city should probably pay for some of that as the IT department should be paying for some of the work that I'm going to talk About later in these slides, but for the most part the departments control the dollars. They control the decisions They're accountable for how it's spent Okay, so the vision of what IT should be Looking at these two Recommendations that I'm making these two problems that I see the vision for IT is that the IT department should become a service Organization not an authority helping departments as customers fulfill their IT needs in a supportive consulting role This means that in the future departments We want them to prefer to use the in-house IT services because we will get we don't have it now But we will get a reputation for successful outcomes and low cost This will only be possible if the IT department does the following obtains a thorough knowledge of the city's business We have to understand the business in order to recommend the right technology to meet those business needs That's like seems really obvious, but we don't Maintain experience with today's mainstream and proven technologies build the track record managing projects Which we don't do incorporate training into all projects Build the track record of providing timely support and we need to make sure we have an income stream to pay for maintenance So that it gets done Okay, so this is the vision today your IT department has no vision I asked somebody what their vision was and they're like well somebody had said well Yeah, we do and so what what is it? Well, they didn't really couldn't really say what it was So if you don't know what the vision is, do you really have one? You know a piece of paper in a drawer doesn't quite isn't quite cut it So let's look at the vision that I've outlined here and how we stack up today The IT department should be a service organization not an authority helping departments as customers fulfill their IT needs and a supportive consultant role today Currently, there is no clear direction on this the IT staff is confused on their role as an authority And this has created an unhealthy tension between IT and some departments, which has greatly damaged their credibility Really, that's very true In the future again part of our vision in the future city department should prefer to use in-house IT services because of the reputation for successful Outcomes and low cost today quite honestly many departments feel stuck with IT IT manages few if any projects and has not accumulated any track record therefore a reputation for successful outcomes has not been achieved So we're not there IT should obtain a thorough knowledge of the city's business Today business knowledge within the department has not been maintained For example when Margie left no knowledge was transferred to any other business analyst all that knowledge was gone The staff remain the staff that remains does not have the time nor the directive to reacquire that knowledge and the department does not have a dedicated business analyst IT should maintain experience with today's mainstream improvement technologies today the city uses a fair number of mainstream technologies IT has the still and they have the skills to support them the biggest problem in their technology set is that We run all of our wind our desktops run Microsoft Windows But we have little if any ability to develop applications for Windows most of our applications are done in cobalt Which run on an AS 400? Okay, so we're really running and screen screen emulators to an AS 400 the desktop really provides no value in that particular situation Part of our vision IT should all the track record managing projects currently IT has managed very few projects in the last several years and therefore has not accumulated any track record a reputation for successful outcomes has not been achieved We're just not doing any project management at all really at all I T should incorporate training options in all projects training currently training should be part of the project plan since IT Has not managed it manage any projects it is not delivered training consistently and I heard that over and over again from departments We want training, but we haven't done it consistently. We have done some but just not consistently Okay, so any new project where you're putting a new technology part of the project plan has to be well Where's the training coming from? Now to be honest with you with training Recognize that most training should be outsourced since the need for training is temporary and rather uneven if you bring in a New camo software for your cessers department They have a need for training on that camo software, but that needs temporary It's when we get it in we need to know how to use it once we've used it for a year or six months You know it we know it so we don't need any more training So it's really best done by the app the person who created the application the vendor who created the application And it really should be outsourced. There's no point. We don't have enough stuff that we need to have people in House worried about training The departments that use the application on a day-to-day basis i.e. the assessor department should be maintaining that knowledge gained by such training So as their employees come leave and then new ones come in they should be responsible for maintaining that business knowledge Future IT should build a track record of providing timely support Currently we have no method to measure this although we do spend 90% of our time providing support There is a significant gap between what our customers expect and what we deliver I mean the time to forget support is often well we get to it within a week Well a week is an awful long time when somebody needs help for their computer I mean some stuff happens really quick But there's just there's a lot of support work not a lot of people and we have no way we have no help desk We're not measuring anything so there's a gap between what they expect and what we deliver. It is what it is, right? Future IT needs an income stream to pay for maintenance The city as a whole has built up a lot of information technology over the years at the same time The IT department shrunk we talked about that less resources it means less is getting done and choices had to be made about what gets done What does not here's the kicker departments don't complain about preventative maintenance not getting done unless there's a problem Which means maintenance is deferred which means departments aren't going to pay for it Which means it won't get done and that's why there has to be some sort of separate income stream Not necessarily paid for the departments maybe To make sure that this preventative maintenance gets done on our time not when it becomes a crisis So a summary of how we stack up to fulfill our new vision IT needs to see itself as a service provided with the various Departments as our customers we need to expand the services to meet all of our customer needs which is means doing more than just support Our current situation is no accident We've been had we have years of deferred investment and a lack of vision has resulted in a department that has only resources to focus on support If nothing has changed Problems will accumulate as we continue to defer investment in IT eventually the city will reach a point where a massive overhaul is needed at an Inopportune time and this is going to have a high price tag, so we don't want it to get that far Okay, so Any questions so far 19 minutes. I got 11 minutes left So the recommended change number one rebuild the IT department by adopting the business model of a for-profit IT service Accept run it at cost. This means the IT department should view itself as a business with 27 clients the city being one the 22 Departments and four other outline municipalities that we service with the needs of our clients taking front and center stage The reason why I'm recommending this is that this model this for-profit business model We'll provide the guiding principles of how to address aspects of how we should do business How do we respond to a situation will be dictated by this? It will provide both the IT staff and the clients with a clear direction on what the role of IT is and what authority they have This in turn will alleviate the tensions that exist between IT and other departments, which will greatly improve our credibility Okay, so we need to have the IT department needs to if the IT department is a Third-party for-profit business. We don't come in and tell you how to run We don't tell you what you can do with that computer. We don't tell we're not an authority. We're a consultant We provide recommendations. We provide options option a this would recommend option B There's another recommendation. We don't think it's as good because of whatever reason So we try to influence you without having any authority over you, which I think is a better business model than what we have today Recommend recommend a change number two We need to give the IT department the means to provide all of these services right now We only have the means to provide support So this other stuff isn't going to get done if we Means to do this this means and it's not it's going to be that I think this is going to be the hardest thing for the council to Swallow quite honestly is that at a time where we're talking about budget cuts and saving money now I'm coming to you and saying we need to spend more on IT because we've deferred this investment and our IT group is shrinking But we're trying to bring in more technology that needs more IT people to manage I mean that we're going in the opposite direction. Okay, so that's that's going to be the toughest part We're to find the money for it So how will this change things the IT department will expand to include if we follow these two recommendations The IT department will expand to include services. We are not providing today, but we should be The IT staff will be focused on servicing the needs of our clients not dictating to them It will eliminate all of today's common complaints The city will move forward again to become an effective user information technology Okay, now I'm going to stop here for a minute because we only have nine more minutes and the rest of this just gets in More detail, but I guess the the the reason why I wanted to bring this to the council the IT department has seen this The IT steering committee has seen this the department heads have seen this Okay, they all agree that this is these are sort of high level. This is where we need to go but the important thing that you need to understand about this is that the recommendations that are forthcoming like hiring a business analyst is going to cost money and if you don't Buy into this vision or if you want me to go to another direction I need to know that because otherwise the work I do from this point forward is going to be going down the wrong path okay, so So skipping past all this stuff So what we're going to be doing as IT as a service organization is understanding who our customers are Understanding their needs Assembling the right people with the right skills to meet those needs This is what you would do if you were starting an IT for profit business This is what these are the things that you'd be doing have a written agreement with each client Including a statement of what we will and will not do for them I am working on this right now And I'm using that to collect the backlog of project work that I have to give you on August the 14th Okay, so in other words, we haven't been managing any projects. There's a huge list There's a huge backlog of project work that hasn't been done that you know we've wanted to do for many years and One of the ways I'm getting that is is by going through these client agreements So I have an IT service agreement with every different every department sets expectations What we're going to do and what they're going to get Provide the service get paid measure results Recognize reward people for outstanding performance and then revisit this every year when you look at okay Who our customers are what are their needs? We have to we have to change their needs change We have to look at the people that we have the right people still these client agreements are going to be done Over every year there'll be a service agreement in place for every client done for a one-year period of time and Obviously provide service get paid, etc Okay, so I'm going to kind of zip through this stuff here These are kind of this is I want to show you this because this is We talked about assembling the right people, you know, we need a department manager. Yes But we also need a business analyst or business analysts. I don't know how many yet We need project managers these people have Very specific set of skills that are needed to provide these services. We need web windows AS 400 developers today All we have is AS 400 developers no web no windows We need testers network administrators, which we have hardware technicians we have Okay written agreement, I'm working on providing service getting paid measuring results, okay Performance measurements outlining client agreements We got to be held accountable to make sure that we have and we want to make sure we have measurable results So help desk response time time to resolution client satisfaction team performance measures These are some of the things that we'll put in place when we run a for-profit IT organization kind of business Okay, so Where we go from here? I need you to approve these two recommendations or give me a new director These recommendations will allow us to provide the services. We will be forthcoming with more specific requests based on this vision If if you're okay with the direction we're going okay, so I got six minutes for questions Okay, any questions from the Okay All the person Kailson first thanks chairman Andy how long do we have you how long are you here with me? I will be fired at the end of the year Okay, so we have until the end of the year to yes to keep rolling along with obviously and the other quit Who are our customers you flip? There are the city is one of them there are 22 departments, and we do actually work for other cities. Did you handle it? Yes, there's four outlying cities There's a swim at Kohler. There's four that we're actually providing IT services for Thank you. That's interesting for them. Okay Thank you We actually have a contract in place with all these municipalities The fee schedule and the whole thing problem is the hours have never been tracked that has been work has been done And they've never been billed since 2002 We're now in the process of at least starting to build them from the beginning of 2009 I don't think it's fair to go back to 2002 Older man Hannah. Thank you. What is the current IT budget? Terry Yeah, 565 I Don't know yet. How many of these other people we I know we need someone to do project management I know we need a business analyst. I don't know how many of those we need yet That's what I'm working through this backlog of projects and project lists. Yeah, so I will have that answer for you in my next presentation Alderman Heinemann thank you chairman when you're mentioning project just give me an idea of what the project is Okay, okay. Well, you have you have Support work, which is you know, I have a request for something. That's a short period of time My computer is printer printer isn't feeding correctly or something. It's very short support break fix kind of stuff A project is a larger deliverable. It's delivering some piece of functionality that you don't have today It's not fixing something. It's so for example implementing munis would be a project. It would have very specific deliverables Implementing. I know that for example building inspections wants a program to do Housing inspections. All right from start to finish. That would be a project Alderman Bowers Oh I disconnected it What program We have we have been providing IT services to outlying communities like four of them for Oh, well the billing sort of fell off the cliff in 2002 Yes I'm sorry, not seven. There was a list of roles that we needed. We need a project manager We need a business analyst. I don't I'm not at the point where I can tell you how many we need We have none Yes, we have no business analyst and we have no project managers. There was seven different roles. Yes Well, we already have we already have hardware technician we have a network administrator we have an AS front of developer We have a department manager sort of But we don't these two roles here are our Big roles that we don't have some of the stuff my Recommendation might be on some of the stuff that we're gonna outsource some of it like for example web development Maybe we can share with a county's web developer. Maybe we know something. Maybe we don't do the development house I don't know that yet, but I know that we need these roles Yes Correct Yes Yes I Not sure what you mean by salvage Not sure what he did in his last days Well, I'm look what I did was I looked at What I started with what we have I'll just go back to this slide This is the kinds of stuff that an IT organization should be providing and then I looked at how much of this stuff Are we doing and I looked for concrete examples of where are we managing projects? We take the munis project for example, did we really do project management on munis? Well answers. No, we didn't and And you know, we're not doing this. This is where we're spending our time So I can see and I can Approximately where the time is being spent what kind of service are providing and I'm very confident that we're spending all our time on support And not doing at the detriment of the rest. Yes Correct Alderman Hannah Thank you So the will there are potentially opportunities To share and certain some of these functions with the county Yes That for example, there's two I could think off top of my head They have a part-time web developer who could use some more work and they have a help desk Which we don't have now I'm not to the point where I can recommend using their help desk We are currently developing a list of Requirements for a help desk that we would create and then we can take that list of requirements and look at what the county has and say Does it match up what we don't want to do is look at a particular solution and then go well Gee it does this this and this. Yeah, that's what we want because then you miss you You're you're skewed towards looking at what it does You know the bright shiny light kind of thing and then you're not seeing what it doesn't do so you need to develop Independent of any solution what you what your requirements are and then match it up. So we're doing that right now Okay, I'll do all the person can't Thank You madam chair because I'd like to read this again. Yes, is there a way I could have this email sure thing I'm in our hard copy. Yep sure Where do you want me to send I'll send it to? Somebody said you can send it to the city clerk and she can get it out to us sue. Yes, okay So I'll send it to sue asking her to forward to every copy everybody. Yep All the person gives you your microphone. Thank you And I'm glad you mentioned outsourcing because I I see Project manager and business analysts would seem to be the two highest things on your list of needs Plus all the other stuff we do and it seems to me We would be creating something that already potentially exists just by contract There's companies all over the place that do this well much of this would be city employees and how much would be? Yes, okay, I don't think you can outsource I would not I'll tell you the tasks. I wouldn't wouldn't be on my top of my list outsource and that would be the project management and the business Analyst you can outsource Building of specific pieces. I'm sure one of my recommendations is going to be buy where you can build where you have to and and then when you talk about build where you have to maybe opportunities to Reduce costs by doing things like sharing the cost with another municipality not the county Okay, but their municipalities are more in common with us than the county has with us So for example, let's say we need new building permit slash licensing slash Inspection software and that the market for that kind of software is pretty weak. There's not a lot of good players Okay, well, we would say geez in order to meet our requirements. We'd have to build that well before we do that What we do is go and visit talk to other municipalities like Pleasant Prairie City, West Alice other similar communities and say You know, do you need new building permit software? Oh, yes, we do by the way So let's go in together and and share that costs So there is a lot of opportunity to share costs with other municipalities probably more so than there is with the county But certainly if we can buy something you get a lot more bang for your buck than if you build something Sometimes you have to build but I would say that of those of those things That project management and the business analyst is not something to outsource software development is something we can outsource training Is definitely something we can outsource Preventive maintenance not so much support not so much but the development part in the training part definitely are high high Thank You madam chair Andy when you've been going around talking to the various departments What are the skill levels of the city employees as far as even basic computer skills? I've heard something but I want you to confirm it. Well, I am surprised that we have Microsoft Outlook as our Calendaring package and I'm surprised at how many people don't use it so I'm not sure why that is but I On my IT service contract that I have with them with the various departments that I've already visited a good number of them have Microsoft Outlook training as the one thing that they need training on I I have not assessed the individual skills of individual employees in terms of their ability to use a computer use office use windows use But I would certainly say that there is a because we do run windows here And we do have office here which includes Outlook that there ought to be some basic competency in those Technologies, there's no reason why they shouldn't have that skill if there's somebody who works on a computer And if they don't have it we need to get them that Thank you. Yeah The any other questions? I think this is a lot to chew on and All the person kid also Just Andy just reiterate to us you are looking from this from the council for what what are you looking for from I'm looking For you to tell me good or go forward or don't go forward on these recommended changes and that is Rebuilding the department as a with under this sort of third-party business for profit kind of thing this is how we operate this is how we behave and secondly to Give us additional resources that we need the means that we need to provide all of these services So if you don't think that we need all of these services, then you'd say okay, you know We don't need you doing consulting or we don't need you doing preventative maintenance or whatever that is But these are the things I'm recommending that we should be doing and we're not so I need to build it up And as well and we don't really have a dollar amount of resources at this time That's right And I will be forthcoming with specific recommendations on how to get here But I don't want to go on that path if you're like, you know, we're thinking something completely different I want you to know where where I'm coming from when I give you these recommendations that are will be forthcoming in the next several weeks Thank you So just I understand then with the mud there's no money on the table right now It is it is the concept of going ahead with more planning and you want that permission from the council You want that endorsement and they will fall they will fall inside of these recommendations So I know for example one of the things I'm going to ask you for is someone to do project management It's someone to do the business analyst and I don't know if that's one or two But we need at least I know we need at least one business analyst So now you know when I make that request, you know where it's coming from Alderman Bowers I don't know if that's a question for mr. Palki. Yeah, because he isn't involved in the billing that would be more I think finance answer The finance director Terry Hansen wants to speak a little bit and I think we maybe he can answer that question plus some other He's been working closely with Andy. So I think we need to hear his perspective from a you know city employee city department Okay, as far as I'm getting billed. I don't know but If they if they do not pay there is a contract in place to provide the services So when those services are provided now, they will be billed and if they don't pay then then we'll have to deal with the Ramifications of them not following the country will have to deal with that when we cross that if that happens I don't anticipate that they would do something like that. You know generally municipalities want to be good neighbors, so the other aspect to this on just a Financial budgeting aspect is this will put all the IT services into an internal service fund Right now we have the support that all the departments pay for their various programs Go into an internal service fund and they get billed for internet service and whatnot But this will take all of the salaries that are currently in the general fund Put them into an internal service fund and then each of the departments will be charged an IT charge And that's how that funding will happen but it's it's very important to know that we move forward with this the budget will look different and We like Andy was saying he doesn't want to go down that road if you're not comfortable with it We don't want to start budgeting that way because that'll be that we're going to be calculating different rates and whatnot So if we do not if the council is not comfortable with this We don't want to put all that effort into the budgeting and then also all of Andy's work as well too We'll be wasted so we don't want to do that without some sort of nod stating. This is what we want to do I think I understand he's looked at it and he's seen what we need to do He's not doing anything yet. And so he's showing us the picture and if we want to go ahead, you know All the person Hannah Thank You Terry as it stands now. Does this concept and direction have your endorsement? Yes, it does Give it that Yes, you may 4809-10 857 It's been moved and seconded to approve resolution 4809 10 you have a copy of it in front of you and this again is the City Council supports the recommendations of impact consultants, which is Annie Pelkey's Presentation and authorizes staff and impact consultants to develop plans to implement such recommendations So we're taking the next step if we approve this madam chair We're just recommending this to the full council for the next meeting. Yes, we're recommending it's not It but we're recommending him favorable recommendation Any other discussion All the person kill some things chairman. I think this is an excellent start. It really looks great and I Appreciate the the work here and I think now I think we're going to go down the right path and Get something organized and put it all together. Thank you very much I stole it back. Okay Alderman Gishan Thank you Andy I Know you've done you've got to give it a superficial thing here I'm on the IT steering committee along with all the prison Decker there You've done a lot of work here. You you've mapped out flows of work and so forth I just want people to think that I just kind of looked around and saw some ideas You had one particular slide. I know with this showing the work flows of the various departments and the interactions And I know you've visited with every single department head every single one of our other business partners with this And I've done more than just what you're seeing here And I didn't want people to think that you just pulled off some boilerplate presentation You can see each one of these up on the screen and he can better explain it of course than I but To come up with the final conclusions. This is some of the data. He put into it So I thought people might find that interesting Andy Or not yeah, yeah, well one of the things I had we had to do is take inventory of what we have and This diagram which doesn't fit on the screen entirely shows the departments across the top and the applications that they use in the middle and the servers and hardware pieces that that run them in the various different locations like City Hall and the police and the Meg unit would have you and Just to give you an idea the green stuff is the stuff that runs on an AS 400 and the and the blue stuff is the stuff That's you know windows kind of stuff So the previous direction was to get rid of the AS 400 in a hurry There's an awful lot of applications on green here getting rid of it in a hurry is a rather reckless approach, you know and each one of these Applications, you know provide some business function that runs that department and it has to be carefully replaced They can't just willy-nilly throw it out the window and bring in something else and we're all happy anyway Myself, thank you You know my favorite movie is dirty dancing and the bit my favorite line in there is I know Yeah, is Is when when baby's father Stands up and says when I'm wrong I say I'm wrong and I just want to go on record when we Had our previous incarnation of the IT department in its direction I was fully 100% behind it because I knew what a dinosaur we were in IT and thought this is exciting and this is great We got a let loose the hounds and And I'm saying I was wrong we let loose the hounds I think but without a plan and direction and a foundation and I was I was wrong It was right that we made the change. I think we needed to make a change in IT I'm not saying that that I think was necessary to be done But I think how we did it and and my personal support of it was a mistake I screwed up. Maybe others did. I wasn't the only vote Okay All right, I think we With I guess we have a motion and a second all in favor And he be opposed Okay, okay, we'll be going on to council for approval. So thank you very much everyone If there's a motion to adjourn second The only thing I want to mention is that we do have another meeting. This is this committee of the whole is very involved Two weeks from tonight August 18th harassment training Is mandated for all city employees. We are city employees and so human resources will be Bringing in some presenters for us to it's an hour-long presentation. I believe so I hope everyone can make that it's important for us as Right, I yes, we don't need help with that, but we need to understand the whole topic Yes Okay, so everyone August 18. Thank you regular time 5 30