City of San José Information Technology Department 2020-2021 IT Strategic Work Plan (ver.5, May 2021)
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City of San José
Information Technology Department
2020-2021 IT Strategic Work Plan (ver.5, May 2021)
The City of San José Information Technology Department (ITD) supports exceptional municipal services through
responsive technologies combined with strong partnerships at all levels of the organization. This is a powerful
combination and will be essential to address a new mission shaped three simultaneous crises for the City: Pandemic
Response, Community Equity, and Resource Management due to Economic Emergency.
In Fiscal Year 2020-2021, ITD will set a new three-year Innovation and Technology Strategic Plan based on these City
Roadmap Priorities, the City Manager’s Enterprise Priorities, and the San Jose Smart City Vision. IT’s annual work
plan, our key results and metrics, as well as the growth goals of our IT contributors, all must align with that direction.
At our best, ITD is a catalyst for our organization and community. We accelerate smart and data-driven decision-
making, enable collaboration that unleashes the power of our teams, and we ensure the City is both responsive and
resilient. ITD delivers on its promise each day through our support, cybersecurity, infrastructure, solutions,
data/voice communications, and strategic support teams.
More broadly, this is an important time in government and technology! The global pandemic, calls for social equity,
and economic emergencies are challenging all cities. This is cast against new abilities to help in the forms of
supportive data, sensing and control technologies, and responsible artificial intelligence solutions that open a world
of possibilities and efficiencies. If we are effective, ITD will help City departments solve problems in game-changing
ways. Our community can be safer, more equitable, and more responsible to the environment. And we will solve
those problems while setting the highest standards for cybersecurity, operational effectiveness, and ethical use of
technologies that keep trust with our community. No IT Team in the nation is better prepared for the challenges
ahead.
Thank you for helping define San Jose’s innovation and technology journey!
IT 2020-2021 Master Objectives and Key Results
Alignment in a large organization is as essential as it is difficult. IT works to align priorities resources and progress in a
clear manner through four mechanisms:
(1) A Coordinated Strategic View as represented by the Innovation and Technology Strategic Plan.
(2) A Directed Tactical View defined by the department’s Objectives and Key Results for the fiscal year and
technology standards that ITD sets.
(3) Work Management as practiced by IT teams through their meetings, scrum planning/stand-
ups/retrospective sessions, activity in collaboration platforms, and supporting team rituals.
(4) Team and Contributor Development through performance management, coaching, mentoring, and training
assignments, as well as reciprocal feedback to managers, for full team improvement.
When the Information Technology Department is supporting the needs of the City through great technology, when
we have clarity and commitment, and when our contributors are growing, we succeed in elevating our organization
and the community we serve.
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1 EMERGENCY MANAGEMENT AND PREPAREDNESS: No issue is more important than the lives and safety of our
residents. The City has more work to do to ensure San José is well-prepared for earthquakes and other disasters, particularly
for those who are most vulnerable. As a City, we will do more to be prepared for emergencies and commit to this priority
with relentless attention and support.
2 CREATING HOUSING AND PREVENTING HOMELESSNESS: All people in San José need a place they can call home,
and feel they belong as a vital part of the city around them. If we are to welcome everyone home to San José, we must
address the housing crisis and homelessness that confront our City. Our Mayor and Council have set a goal of adding 25,000
residential units in the next five years – including 10,000 affordable units. Assisting our existing homeless residents requires
the City begin to work outside traditional silos and align amongst several public and private partnerships to creatively and
effectively address the challenge.
3 SAFE, VIBRANT, AND INCLUSIVE NEIGHBORHOODS AND PUBLIC LIFE: The diverse mosaic of people who live,
work and play in San José deserve vibrant public spaces and places that are beautiful, clean, safe and inclusive. The people of
San José need community spaces that bring them together across generations, across cultures, and points of view.
4 THE FUTURE OF DOWNTOWN: Downtown is everyone’s neighborhood. Diridon Station is slated to become an
expanded intermodal transportation hub of regional and statewide significance. Both BART and High Speed Rail are
designated to join electrified Caltrain and VTA Light Rail at the Diridon Station. It is one of our highest priorities to effectively
manage the complex mix of transit improvements, commercial development, residential development, and public space
improvements taking place Downtown.
5 BUILDING THE SAN JOSE OF TOMORROW – PRIVATE DEVELOPMENT SERVICES: To drive economic
investment and development in San José, we must transform our planning, building, and permitting processes for small and
large-sized businesses. We will address the efficiency and flow of our Development Services processes, because we’re
building the future San José that is outlined in the San José Envision 2040 General Plan.
6 SMART, SUSTAINABLE AND RELIABLE CITY: 21ST CENTURY INFRASTRUCTURE: Competing in the global
economy and addressing climate imperatives requires updating our energy, water, waste, transportation, and internet
connectivity infrastructure, as well as translating traditional infrastructure such as roads and streetlights into 21st century
infrastructure. From the launch of a Clean Energy program, long-term investments in the Regional Wastewater Facility and
San José International Airport, and new strategies for Broadband and Digital Inclusion, as well as Automated/Electric
Vehicles, we must focus on developing smart, sustainable, and reliable infrastructure to shape America’s next great city.
7 STRATEGIC FISCAL POSITIONING AND RESOURCE DEPLOYMENT: We will continue to be both strategic and
responsible in how we manage and balance the City’s $3.7 billion budget, and must be smart and efficient in how we serve
our community. We will always look for opportunities to be cost-effective in all aspects of our service delivery system and
consider new or expanded revenue sources, while minimizing impacts to our tax, rate, and fee payers while working to
ensure equity and inclusion in how our services are delivered.
8 POWERED BY PEOPLE: We recognize that our employees power the City of San José and our success as a City is
dependent on our ability to create a diverse, talented, and engaged workforce. Managing our talent means we will continue
to accelerate and improve upon our successes in our strategic hiring, develop partnerships to create a long-term recruiting
pipeline, and to support employee retention, engagement, and advancement through training and development programs.
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San José Smart City Vision
DEMONSTRATION CITY—Reimagine the City as a laboratory and platform for the most impactful,
transformative technologies that will shape how we live and work in the future.
INCLUSIVE CITY—Ensure all residents, businesses, and organizations can participate in and benefit from
the prosperity and culture of innovation in Silicon Valley.
SAFE CITY—Leverage technology to make San José the safest big city in America.
SUSTAINABLE CITY— Utilize technology to address energy, water, and climate challenges to enable
sustainable growth.
USER-FRIENDLY CITY—Create digital platforms to improve transparency, empower residents to actively
engage in the governance of their city, and make the City more responsive to the complex and growing
demands of our community.
4 of 13IT Strategic Goals
DRIVE TO DIGITAL through Modernized Technology— Enable a remote workforce necessitated by the realities of
pandemic and multiple disaster events. Partner with City Departments to re-platform City information and communications
systems onto modern and responsive technologies. Grow IT staff to lead and sustain the new tapestry of solutions.
• Advance the use of interoperable platforms and ecosystems in meeting the City’s initiatives and priorities.
• Transition to digital, mobile, and social-enabled technologies to enhance services while controlling costs.
• Automate and optimize the City’s common business processes.
• Build and maintain a robust IT infrastructure that supports departmental needs for new software solutions, fast
networks, and seamless access to information resources.
Build and Sustain a SECURE CITY— Work across City Departments to address the cybersecurity
needs at all levels of the organization. Advocate and contribute to raise the security baseline for
all governments.
• Coordinate cybersecurity planning and management with emergency operations staffs as
a core scenario. IT Metrics
• Successfully pass all financial, technical, and security audits. Maintain necessary
certifications to support the enterprise.
2020 Goals
• Achieve maturity with the NIST Cybersecurity Framework. Customer
• Attain a high level of vigilance with cybersecurity Citywide. Satisfaction
• Minimize malware, phishing, and data breach incidences and resulting enterprise risks,
outages, and costs.
>80%
• Protect communities via cybersecurity intelligence sharing and joint response to.
Projects
Plan and Execute a Superior TECHNOLOGY PORTFOLIO POWERD BY PEOPLE— Evolve Success
technology services to provide exceptional customer and employee experience. Administer the
City’s technology support, software, communications, computing, mobile, infrastructure, and ~80%
oversight functions to provide exceptional outcomes at optimal cost.
• Define and implement the IT people and resource management structures that will aid in IT Services
the City’s success for the next ten years. Reliability
• Incorporate customer-centric experience approaches into the design and sustaining of
technologies as products. Maintain customer satisfaction at >80% Good/Excellent. >99.9
• Define a leading Portfolio-Products-Projects practice, including academies to train City
employees to re-engineer processes and drive efforts to success. Achieve a project %Employee
success rate of ~80%. More and it’s too easy. Less and we’re wasting resources. Engagement
• Work with Department Heads and the IT Leadership Group to actively manage City
technology priorities and protocols. >50%ile
• Provide a City technology environment that is technically sound, operationally strong, secure, and financially viable.
• Maintain a long-range architecture that maps the City’s key technology transitions and investments.
Partner to INNOVATE— Advocate for and provide sustainable, novel approaches to improve the City’s business operations.
Lead change initiatives with departments. Train. Communicate. Be fearless with technology and change.
• Invest in sustaining an engaged, responsive, well-trained, and productive IT team with healthy attrition. Achieve 50th
percentile in the Gallup Engagement Survey.
• Partner with departments, peer organizations, and vendor-partners to research, learn, and deliver initiatives that
transform local government services for the better.
• Tell the City’s innovation and technology story. Earn high honors for the City’s best efforts.
• Sustain a Digital Front Door that serves our community and staffs well to achieve stellar service delivery.
• Set and make progress on a Green IT Plan to minimize excessive inventories, utilities usage, and e-waste.
• Work with department and Purchasing partners to expertly execute technology procurements and fulfill contracts.
5 of 13Department, Division, and Team Goals
Department, Division, and Team Goals form the behavioral and work expectations for the ratings period. They also emphasize
the necessity of departmental, divisional, team, and individual coordination by the organization to achieve goals that achieve the
direction set by City Council and City Management for the enterprise. (NI = Needs Improvement, S = Satisfactory, C =
Commendable, O = Outstanding)
Department Goal: Shared IT Standards and Goals (All) NI S/C/O
Maintain high standards of professionalism, expertise, stewardship, and inter-reliance for
our IT Department and City organization.
Incorporate individual development goals and progress for all members of IT.
Provide exceptional service! (All)
Achieve >80% "Good" to "Excellent" overall ratings from customers in the City customer
service survey on IT services.
Achieve >99.9% uptime and availability for City network, voice, and server services and
>99.8% uptime and availability for business systems.
Complete ~80% of departmental projects within defined time, on budget, in scope, and
stakeholder satisfaction limits.
Achieve 50th-percentile Engagement, as measured by the City’s annual Gallup Poll
Employee Survey.
Each team member dedicates two days with peer departments to learn our customers’
work and experiences. Incorporate lessons learned into improving IT services.
Respond to all service/help requests within two hours. Resolve >70% of problem cases at
first call; >85% within two business days; and >98% within three weeks.
100% of managers and staff complete documented mid-year check ins and final
performance evaluations by deadlines, following published guidance and training.
Keep cases current and complete with detailed documentation.
Ensure current certifications and positive audit outcomes across all IT services.
Maintain strong Enterprise Architecture and Change Control across all IT stakeholders.
Contribute to a secure and resilient City.
Support Citywide needs stemming from PSPS and COVID-19 events.
With the Cybersecurity Office, address security requirements in IT services.
Support Office of Emergency Management planning, exercises, and activations.
Support public safety bond work by dates set with departments in related projects.
Successfully complete the following enterprise-level projects by measures defined:
Complete Technology Management and Deployment Policy by 3/29/2021. S
Complete Mobile Communications and Devices Policy by 3/29/2021. S
Complete ODCA-based containerized and secure data solution by 10/30/2020. S
Coordinate office space and work tools to support pandemic-related work requirements
by 6/30/2021.
Implement City Open Data Environment and support population of resources by at least NI
three City Departments in partnership with the City Data Lead by 1/31/2021. Develop
go-forward architecture for data, user management, and security for use at scale by
6/30/2021.
Complete Digital Services Strategy by 2/28/2021. C
Complete 2021-2023 IT Strategic Plan and earn Council approval by 6/30/2021.
Deliver an agreed upon roadmap and resource plan for a modern City Intranet in
conjunction with Powered by People 2.0 and CMO by 4/30/2021.
Grow City Data Portal usage to six data stories and five active publishing departments by
6/30/2021.
Conclude audits by assigned dates:
General Controls
Accounts Receivable
14-12 #16 by 3/31/2021– Partly Implemented
6 of 13 Mobile Devices
16-11 #1, #11, #14, by– Done #14, Partly Implemented #1, #11
16-11 #2, #15, by 5/31/21– Partly Implemented
16-11 #6, #7, #8, #9, #12 by 1/31/2021– Done #12, Partly Implemented #6, #7,
#8, #9
Technology Deployments
19-10 #1, #2, #3, #4, #5, #6, #10 by 12/30/2020 – Done #1-5
19-10 #8 by 6/30/2020 – Done #8 (12/2020)
19-10 #7, #9 by 3/31/2021 – Partly Implemented
9-1-1 and 3-1-1
19-01 #11, #18, #19 by 12/30/2020 – Done #11, 18 (12/2020), #19
Development Services
14-08 #13 by 10/30/2020 – Done #13
Support completion of and Council approval of City Privacy Policy by date set with City C
Manager’s Office and Civic Innovation. – September 2020
Administer the Smart Cities and Service Improvements Council Committee. C
Place San Jose in the top ten of the annual Digital Cities Awards. O
Produce no more than one safety issue per year, none major.
OVERALL FUNCTION RATING
7 of 13Division Goal: Business Solutions (All) NI S/C/O
Maintain 100% of production systems to within one major version and three
updates of current.
Successfully complete the following projects by budget, schedule, scope, and
satisfaction measures defined:
Onboard Union Contract Changes by 6/30/2020. S
Complete Budget Phase Synchronization by 8/15/2020. S
Automate Viscode validation and data loads to Hyperion by 8/30/2020. C
Complete Budget FYE support by 7/30/2020 and Adopted Budget support by C
9/30/2020.
Complete ERP Change Control / Environment Strategy by 9/30/2020. S
Complete migration of 100% of database systems to HCI by 9/30/2020. ?
Train 5 peer departments/teams on BPA platform to enable them to automate C
business processes in their departments by 12/31/2020. – Complete
Complete Rev System upgrade by 4/30/2021.–Launched 4/15/2021. C
Rollout Fees & Charges by 12/15/2020. S
Reduce monthly Help Desk volume (at least by 10-15%) with automation or
training by 6/30/2021.
Migrate 100% of classic collaboration sites, per business requirement, to Modern NI
by 12/31/2020.
Rollout Collaboration solution to HR Department by 5/30/2021. NI
Analyze and complete recommendation for the City’s productivity software NI O
direction by 12/30/2020. Present as part of Council Item by April 2021. –
Reassigned; Salvaged with strong final negotiations saving of $1.9M
Complete Calendar Year End Processing with HR, Finance, and Budget Office by NI
1/31/2021.
Deploy cloud drives to all staff in direct support departments with common and NI
current version by 6/30/2021.
Upgrade Rev System to latest version by 2/19/2021. X X
Rollout Ordinance application by 2/15/2021. X
Migrate Airport and HR to modern Collaboration Platform and develop hub sites
for both departments by 6/30/2021.
Implement payroll process improvements to keep processes within agreed upon
service levels by 3/31/2021.
Implement and complete training for business process automation supporting the X
City’s administrative functions by 5/30/2021.
Roll out 30 workflows on BPA platforms with nominal support cases/issues by O
06/30/2021. – Completed early! 5/4/2021
Upgrade/Maintain databases to latest version as supported by applications by
6/30/2021.
Enhance Financials Features for better productivity and efficiencies and reduce
tickets by >10% by 6/30/2021. – Re-queued
Implement retention policies with CMO, Clerk and CAO approval by 6/30/2021. –
Re-queued
Support implementation of electronic travel and expense management solution
by 6/30/2021. –Placed on hold by Finance; Mileage reimbursement separated out
Complete replacement of small tax system by 6/30/2021.
Complete Fiscal YE Processing 2019-2020 by 7/31/2021.
Assess options, recommend direction, and set projects for the following:
Assess Collaboration Platform Governance tool for budget and procurement O
action by 4/5/2021.
Assess and recommend improvements to change control tools for Business S/C?
solutions by 9/30/2020.
8 of 13Assess and set technology direction for 2010 collaboration workflows by S
8/31/2021
Assess and make improvements for data & analytics dashboards for security, cash X
collection and purchasing modules in financials by 12/31/2020.
With Finance, assess and analyze direction for Business Tax System by X
12/31/2020.
Assess custom applications migration to cloud platform by 12/31/2020.
Assess cloud platforms and strategy by 1/31/2021. – Recommend reset; On hold
Assess leveraging ERP test framework for automated testing by 5/31/2021.
Assess and analyze leveraging the smart cities platform to use the ODCA-CODE X
and for support of cross-departmental goals by 2/28/2021.
Deliver plan for maintaining consistent and current operating system, cloud drive
sync client, and productivity platform for all City employees by 6/30/2021.
Create an agreed upon plan for the long-term direction of budgeting systems
including position budgeting by 11/30/2021.
Recommend a strategy for Position Budgeting by 2/28/2021. – Re-queued
Assess PUM Upgrade impacts and recommend plan forward by 6/30/2021.
OVERALL FUNCTION RATING
Division Goal: IT Infrastructure and Operations NI S/C/O
Maintain 100% of production systems to within one major version and three updates of
current.
Successfully complete the following projects by budget, schedule, scope, and
satisfaction measures defined:
Complete infrastructure build and support of markup solution by 8/15/2020. C
Implement Infrastructure and support Infor asset management system upgrade by X
8/30/2020.
Complete required infrastructure to support City Internet Service by 8/30/2020. X
Provision Infrastructure and support GIS Upgrade by 10/15/2020. X
Complete image and asset manager implementation and overhaul by 10/30/2020. X
Complete airport WiFi project by 6/30/2021. ?
Migrate 100% of servers and storage defined in infrastructure refresh project plan to C
hyperconverged by 10/31/2020.
MDM Gateway Upgrade by 11/30/2020. C
Complete RFP for Citywide MFD environment by 11/30/2020. X
Complete RFB for Internet Service Provider by 11/30/2020. --Done 3/21/2021
Decommission of the legacy VM infrastructure to reduce electricity usage by X
11/30/2020.
Complete Digital Inclusion WiFi networks for 9 Community Centers as identified by X
PRNS by 12/30/2020.
Transition of downtown WiFi support by 12/30/2020. X
Complete RFB for online meeting/webinar services by 1/31/2020. –Missed; Second NI
attempt due 5/31/2021
Implement City Network Private WiFi for remote City Facilities by 2/28/2021.
Implement management software for wired and wireless infrastructure by 3/30/2021.
Public Works Digital Inclusion WiFi procurement by 3/30/2021. C
Complete disaster recovery implementation and test by 5/8/2021.
Complete Buying Service Transition by 4/30/2021.
Upgrade border routers and complete ISP change out by 5/31/2021.
Implement new MFDs citywide by 6/30/2021.
9 of 13Complete WiFi for two Access East Side attendance areas by 6/30/2021. C
Wireless and WiFi procurements by 6/30/2021.
Assess options, recommend direction, and set projects for the following:
Development for VoIP Unified Communication specifications for RFI/RFP.
Propose of a strategy for High Availability for City WAN locations by 5/30/2021.
Set and communicate SLAs and infrastructure plans with City Departments for signoff
by 6/30/2021.
Develop plan to restore VDI infrastructure health, upgrade firmware by 6/30/2021.
OVERALL FUNCTION RATING
Division Goal: IT Administrative Support NI S/C/O
Administer department resources to support the successful use of information and
communication technologies in the City:
Maintain IT Fiscal Status report to providing budget/encumbered/spent/planned
status within two weeks of each month-end close.
Place excellent personnel in open positions as prioritized, achieving a hire cycle time
ofOVERALL FUNCTION RATING
Division Goal: City Portfolio, Products, Projects Office NI S/C/O
Support the effective product and project management across the City:
Complete C3PO project management templates, product and project management ? X?
training resources, tools, and archive routines by 9/30/2020.
Begin Products-Projects Academies by 11/1/2020 and track impact on measures of X
products and projects success.
Manage San Jose 311 to achieve the key results by 6/30/2021: C/O
• Adoption: Increase active users to 55,000
• User Experience: Add language translation for at least Spanish and Vietnamese
by 3/30/2021
• Improve automated emails, readability, and closure explanations by addressing
customer survey feedback on a quarterly basis.
• Maintain synchronization errors toAssess and recommend a mechanism to identify unscheduled inspections to better
track and manage inspections scheduling by date agreed to in project charter. —
Postponed by Fire
Assess and recommend a dashboarding tool to show the number of building plans
pending review, under review, awaiting resubmittal and staff assignments by date
agreed to in project charter. —Postponed by Fire
With SJ Clean Energy, assess options for migrating from to alternate CRM and
contract call handling services. —Postponed by SJCE
OVERALL FUNCTION RATING
Division Goal: City Customer Contact Center NI S/C/O
Deliver Superior Customer Service and Standards
Maintain Wait Times of < 3 minutes, answer rate of >85%, and First Call Resolution
rate of >70%.
Develop a means to reduce Abandoned Call rates to less than 15%.
Report meaningful call handling volumes and quality measures to customer
departments monthly. Update Customer Contact call tree options at least quarterly
with customer departments.
Work with department contact groups to maintain the City Customer Service Policy NI
Standards across all call teams.
Create a maintenance schedule for at least quarterly updates to keep Frequently O
Asked Questions (FAQs) database content current. Update new information as
needed within one business day of receipt.
Maintain vendor service contracts to current, including service levels, performance, S
and any procurements.
Successfully complete the following projects by budget, schedule, scope, and
satisfaction measures defined:
Work with Housing to identify virtual call handling options to support Eviction S
Moratorium by 5/30/2020, helping with potential procurement and implementation
by 6/30/2020.
Update all San Jose 311 frequently asked questions to current City website links and C
information by 9/30/2020 and update at least semi-annually.
Complete Municipal Water Payment Plan and CIS Shutoff Process revamp by S
10/30/2020.
Complete transition of Phase 2 of non-emergency calls received by 911 to the C
Customer Contact Center, targeting a rate of at least 25,000 per year with high call
ratings and 10% call diversion with >70% X
customer satisfaction.
Work with customer departments to design meaningful dashboards/reports that S
achieve >80% Good/Excellent scores from customers by 12/30/2020.
Complete SJ 311/911 campaign by 4/30/2021 with heart of campaign on National S
311 Day.
Assess and redesign Info Desk staffing and processes by 6/30/2021 City Hall
Reopening.
Assess options, recommend direction, and set projects for the following:
Assess and recommend performance metrics and benchmarks for customer contacts X
and handling effectiveness by 2/29/2020. Improve:
12 of 13Work with San Jose Clean Energy to evaluate Contact Center service options by NI
10/30/2020 to transition off of current vendor if needed, defining service levels and
cost allocation.
Assess automation and pre-script chats and target customer contacts to reduce per NI
session time from an average of 5 minutes to 4 minutes and increase chat activity by
10% by 12/30/2020.
Assess SJ 311 call taker quality statistics by 6/30/2021. X
OVERALL FUNCTION RATING
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