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NYC311 Template

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Title: NYC311 Template


1
New York City Technology Plan Better Government
Through Customer Service
2
Mayor Bloombergs Goals
  • Improve accessibility
  • Improve transparency
  • Improve accountability

3
NYC Technology Vision Statement
  • Goals
  • Make all the Citys information (subject to
    privacy and safety concerns) available to the
    public in electronic format.
  • Enable better integration across systems to
    provide better access to information internally
    and externally.
  • Continue to automate manual processes strive to
    be paperless wherever possible.
  • Focus on what is possible.

4
New York City Business Framework
The framework for delivering services
The services NYC delivers to the public
The services needed to run an organization
The technology that supports all of the above
5
Drive toward common capabilities across the City
6
IT Operating Principles
  • PlanIT contains a number of operating principles,
    which are decision-making guidelines for managing
    technology to meet the Citys business needs.
  • The following principles are relevant to our
    technology vendors
  • The Citys business needs will drive IT
    decision-making.
  • The City will leverage best-of-breed internal
    capabilities as a first choice.
  • Common business and IT management systems will be
    used whenever possible.
  • New investments will leverage or integrate with
    existing IT investments and converge on the
    Citys target architecture.
  • Commercial off-the-shelf (COTS) solutions are
    preferred to custom development.
  • State-of-the-market (proven) technologies are
    preferred over state-of-the-art (bleeding edge)
    technologies or end-of-life technologies.

7
PlanIT Strategic Initiatives Current Status
Although some initiatives have been deferred
(highlighted in grey below), most projects are
already in either implementation (Blue) or
planning (Yellow) stage
8
PlanIT Strategic Initiatives Current Status
...and there have been a number of
accomplishments
  • Customer Service
  • 311 received the Municipal Art Society of New
    Yorks Certificate of Merit on 6/3/08.
  • The 311 Call Center celebrated its 5th
    anniversary on 3/11/08
  • CPR made available on NYC.gov 2/08
  • Photos and Video pilot launched 3/08
  • 311 Service request lookup available on NYC.gov
    1/08
  • 311 human services expansion publicly launched
    4/08
  • Marketing campaign launched in seven languages
    4/08. Your City. Your Needs. Your Number.
  • Health and Human Services (formerly Social
    Services)
  • HHS-Connect formally launched in 3/08
  • ACCESS NYC recognized as one of InfoWorlds 100
    Most Innovative IT Solutions for 2007 and the
    Citizen Budget Commissions Prize for Public
    Service Innovation.
  • Economic Development
  • Online business license renewal was released by
    Business Express
  • Public Safety
  • Notify NYC launched 12/07
  • Integrated Justice expanded to include Juvenile
    Justice information 11/07
  • Community Services
  • Citywide Events Management System project was
    launched to coordinate public events and other
    agency-related street activities.
  • Citywide Administration
  • NYCAPS was recognized by NYS as the states
    number one technology project.
  • End-to-End Procurement Automation project
    launched 1/08.
  • Legal Affairs
  • Doing Business Accountability project (Campaign
    Finance Reform) made available to the public 2/08

9
PlanIT Foundational Initiatives
  • The Strategic initiatives depend on a number of
    core, foundational technology initiatives as
    shown below. The remainder of this presentation
    will review these initiatives in more depth.

Note The intention of the Legacy System
Modernization initiative was to develop an
inventory of the Citys legay applications and
systems, prioritize them, then develop a plan for
systematically replacing, updgrading, or retiring
the systems. However, it was discovered that
these older systems are already bein addressed as
part of other initiatives.
10
Data Center Strengthening, Greening and
Rationalization
  • Rationalize the Citys data center footprint
    including
  • Reducing the number of sites to lower costs and
    improve energy efficiency
  • Strengthen backup and recovery
  • Optimize work loads
  • Segregate high-availability applications from
    those requiring less robust environments
  • Improve the efficiency of data center cooling
    systems to reduce energy costs
  • Increased monitoring and coordination of server
    deployment and maintenance

Description
  • Robust, well-managed platform support for all
    strategic business initiatives
  • Improved capacity planning to minimize
    disruptions to projects and operations
  • Reduced energy consumption
  • Predictable evolution of technology platforms
  • Improved services and lower costs
  • Predictable funding requirements

Outcomes
11
Network Strengthening and Rationalization
  • Enhance the Citys Dense-wave division
    multi-plexing (DWDM) network to increase system
    reliability and availability
  • Enhance physical infrastructure as required
  • Develop an implementation plan for
  • Leveraging existing fiber backbones
  • Optimizing capacity utilization
  • Network access and security enhancements

Description
  • Secure, well-managed network
  • Reduced outages or down time to minimize
    disruptions to projects and operations
  • Significant improvements in interoperability
  • Improved services and lower costs
  • Predictable funding requirements

Outcomes
12
NYCWiN Citywide Mobile Wireless Network
  • Continue to add applications to NYCWiN (NYCs
    broadband wireless data network that supports
    public safety and public service agencies) --
    mobile and fixed applications, including
    real-time video, rapid database lookup and the
    exchange of rich graphical information.
  • Provide critical, real-time information to the
    Citys first responders where and when they need
    it by implementing applications including (1)
    mobile applications (2) fixed-location
    applications and (3) automatic vehicle location
    technology

Description
  • Improve Public Safety - enhance public safety
    responses by improving command and control and
    situational awareness capabilities
  • Improve systems efficiencies, enable handheld
    devices to connect wirelessly in real-time to
    central agency systems, and provide high-speed
    data transmissions for field users.
  • Enable field workforce to spend more time in the
    field, less on administrative tasks
  • Provide for wireless connectivity in areas where
    traditional networked devices may not be feasible

Outcomes
13
IT Services Consolidation Enterprise Systems
Management (ESM)
  • Deploy an Enterprise Systems Management (ESM)
    system which will enable the City to proactively
    manage its IT resources automate problem
    tracking and monitor, maintain and enforce
    best-practice (ITIL) change control
  • Include Service Desk, Change Management, and
    Asset Management
  • Deploy products to consolidate resource
    monitoring and reporting and automatically
    escalate service issues to the Enterprise Service
    desk
  • Provide a common tool for automating and
    integrating service support processes between
    City agencies and DoITT support groups

Description
Outcomes
  • Tangible improvements in IT service control and
    efficiency
  • Improved asset management resulting in reduced
    maintenance costs
  • Reduced downtime improved response times to issue

14
IT Services ConsolidationExchange Email
  • Provide migration services for agencies from
    local email and calendaring solutions to a
    centralized, Citywide system. Services include
  • Enterprise Vault services for archiving emails
    and calendars
  • Electronic Fax Server
  • Instant messaging for internal communication
  • Administrator access at the agency level,
    enabling agencies to manage their own email
    accounts, manage passwords, and create
    distribution lists and public folders.
  • 24/7 helpdesk support

Description
  • Improved internal and cross-agency communications
  • Reduced threats from viruses due to centrally
    managed and hardened environment
  • Consistent data backups, off-site storage and
    restoration services.

Outcomes
15
Service Oriented Architecture (SOA)
  • SOA infrastructure extends existing data
    integration capabilities
  • Security Gateway (single point of access for all
    cross-agency services)
  • Business process management (define, execute and
    measure business processes across multiple
    agencies and systems)
  • Enterprise service repository/registry (service
    definition, discovery and query)
  • Data push and pull
  • Shared application functionality between systems

Description
  • Shared applications and data increase consistency
    and accuracy among agency business processes
  • Reusable processes build once and use many
  • Increase service, reduce costs and close gaps
  • Provide a common computing environment
  • Continuous improvement of the SOA Program and
    architecture maturity

Outcomes
16
Information Security Policies Standards
  • Establish a Citywide Information Security
    framework to ensure a consistent level of
    security across the Citys information technology
    infrastructure.
  • Develop an information security program
  • Support for City of New York managements efforts
    to establish and maintain a secure environment
  • Define clear standards for application
    development efforts
  • Provide centrally located and easily searchable
    policies and guidelines

Description
  • Consistent information security practices across
    all city agencies
  • Improved awareness and defined information
    security roles and responsibilities
  • Improved agency compliance to Citywide
    Information Security as demonstrated by
    independent audit
  • Increased confidence and trust that sensitive
    data an applications are sufficiently secure

Outcomes
17
User Identity and Access Management
  • Provide access and identity management for the
    City including
  • Single Identity for any individual, regardless
    of his/her relationship with the city, e.g.,
    employee, consultant, vendor, resident, business
    partner, permit holder, etc.
  • Automated Provisioning and De-Provisioning
    ability to create and remove internal identity
  • Centralized Authentication applications that can
    service users from multiple agencies managed by
    agencies or managed centrally and access to
    these applications is consistently and rapidly
    granted and revoked.
  • Identity Registration processes to validate the
    users identity to establish a level of trust,
    to deliver appropriate services.
  • Reduced/Single Sign-On simplify the user
    experience, permit the user to manage multiple
    passwords or log on to applications

Description
  • Consistently managed relationship of individuals
    with the Citys technology infrastructure for the
    purpose of secure and efficient delivery of
    business services to the individuals
  • Established security framework to provide for
    faster access provisioning and deprovisioning
  • Lower cost (leveraged) identity management
    services for the City
  • Secure computer-based services and data for all
    City agencies from unauthorized access
  • Positive response to Citywide security and
    interoperability concerns

Outcomes
18
Common Geographic Data Structure
  • Eliminate redundant data and inconsistencies in
    the Citys geographic data and information
  • Enable and facilitate information sharing
    citywide to ensure City agencies make the right
    decisions regarding their work processes (e.g.,
    not tearing up a road multiple times, not issuing
    a permit for an event in an area under
    construction) and programs (e.g., trend analysis,
    service issues)
  • Improve access to GIS / Geofile data for use by
    agencies, residents, businesses, and visitors
  • Provide Borough President offices with a
    standardized process / frequency for submitting
    updates of address assignments
  • Provide City Council with a standardized approval
    process for validating street naming uniqueness
    across the City
  • Replace the existing Linear Integrated Ordered
    Network (LION) street centerline with an updated
    City Street Centerline (CSCL) providing
    additional data and timely updates available for
    agency use (i.e. NYPD CAD)

Description
  • Increased safety.
  • Fewer disruptions for residents, businesses, and
    visitors
  • Reduction of City infrastructure project costs
  • Reduced time and resources associated with City
    agency Geofile-related activities

Outcomes
19
Strategic Outcomes
20
Success Measures
  • We will know we have achieved the Citys IT
    vision when the Citys constituents and
    employees
  • Easily conduct transactions with the City and
    access accurate City information anywhere,
    anytime.
  • Report that the Citys processes are flexible and
    responsive to their changing needs.
  • Are confident the City is protecting their
    personal data and information from unlawful use
    or theft.
  • Have visibility into the performance of City
    agencies.

21
Q A
  • QUESTIONS?

22
Project Management Highlights
23
Program and Project Management
Effective and consistent Program and Project
Management is needed to enable Portfolio
Management and to ensure investments are
optimized. This includes the following key areas
  • Phase and milestone tracking
  • Implementation of gates to assess project health
    before further investment/ resources are
    allocated
  • Budget and resource tracking
  • Risk and issue management
  • Risk mitigation
  • Risk/issue escalation
  • Objective project measurement and reporting

24
Approach
Over the next few months, DoITT will undertake an
initiative to put project and program management
standards/ processes in place. This will include
  • Adoption of a project management methodology
  • Establishing consistent milestone tracking and
    standard project phases
  • Establishing project gates to measure project
    health and approve to proceed
  • Establishing standard templates and processes for
    day-to-day project management activities
  • Formalizing risk and issue management approach
  • Implementing Clarity for Project and Portfolio
    Management in a way that it can be leveraged by
    agencies. It will be used to
  • Facilitate day-to-day project and program
    management activities
  • Provide visibility and reporting capabilities
  • Reinforce process and standards

25
Q A
  • QUESTIONS?

26
NYC Enterprise Architecture
Anthony Insolia - DOITT
26
27
Agenda
  • NYC Enterprise Architecture
  • Definition
  • Vision
  • Strategy
  • Standards
  • Baseline
  • RFP and contract language

27
28
NYC Enterprise ArchitectureA working definition
  • A strategic information asset base that
    facilitates
  • Strategic Planning
  • Portfolio Management
  • Driving of standards
  • Wireless Network and Inter-operability
    Architecture
  • Security and Identity Management Architectures
  • Data Share Architecture for agency enterprise
    application integration
  • Enforcement of security policy

28
29
NYC Enterprise ArchitectureA working definition
LDRPS/ COOP
EA Repository (Enterprise Elements)
REMEDY/ CMDB
CPR
As an Information Asset Base the EA is a
production application housing and aligning
information from various parts of the Enterprise
(NYC) to facilitate performance evaluation
VISIO
NYC.gov
PLAN IT
CLARITY
ESM Tools
29
30
Architecture Vision based onService Oriented
Architecture Concepts
  • New York City as a Service Oriented Enterprise
    with a focus on
  • Essential Business Services
  • Core Enterprise Services
  • enabling inter-operability between cross-agency
    Communities of Interest

30
31
Architecture Vision based onService Oriented
Architecture Concepts
Cross-agency Communities of Interest Acting as
Service Providers
Users as Service Requesters
Service Registry, Dispatcher, and
choreography/inter-operability
31
32
Architecture Strategy, for achieving the vision
  • Architected and federated inter-operability
    platforms based on best practices
  • Department of Defense
  • Global Information Grid
  • Net-centric Data strategy for making information
    Visible, Accessible, and Understandable
  • Situational Awareness
  • Industry standard Enterprise Service Bus (ESB)
  • NYCs own Data Share, NYC WiN, and City Net

33
Architecture Strategy, for achieving the vision
34
Architecture Strategy (cont.)
  • Federate with local, state, and federal
    governments in the same manner
  • Bus to bus communications
  • Standard protocols like SOAP over http and https

35
Architecture Strategy (cont.)
36
Architecture Standards
  • Quality is assured by applying industry standard
    frameworks and methods
  • Frameworks
  • Zachman
  • DODAF
  • Industry Standard Methods
  • UML
  • BPMN
  • IDEF

36
37
Architecture Baseline
The baseline architecture is being constructed
one capability at a time. For each capability the
baseline contains standard diagrams and
information which will evolve with strategic
plans
AV-1 AV-2 AV-3
OV-1 OV-2 OV-4 OV-5a OV-5b OV-5c OV-6a OV-6c OV-7
SV-1 SV-2 SV-5 SV-8
TV-1 TV-2
37
38
Architecture contract language
  • The use of architecture within the City of New
    York will drive changes to RFP and contract
    language
  • Contracts will require standardized documentation
    around components and products being used
  • Vendors required to use existing
    blueprints/documentation about the as-is and
    provide proposals for the to-be along with
    transition plans

38
39
Anthony Insolia Director, Enterprise
Architecture DOITT AInsolia_at_doitt.nyc.gov 646-772-
6332 (cell)
39
40
Q A
  • QUESTIONS?

41
Service Oriented Architecture (SOA) Briefing
42
Agenda
  • How will NYC benefit from SOA
  • Current Implementation
  • New Features (Q3 08)
  • Standards
  • What we need for Success
  • QA

43
How will NYC benefit from SOA?
  • Enabling Communities of Interest
  • Reduction in complexity and management between
    boundaries
  • Governance within the Community of Interest is
    key to success
  • SOA Supports Governance

44
Current Implementation (DataShare 2.0)
  • Consists of Portal, Enterprise Service Bus,
    Messaging Transport, Adapter Platforms
  • SOA Lite

45
New Features of DataShare 3.0 (Q3 08)
  • Adding more capabilities
  • Business Process Management
  • Enterprise Registry and Repository
  • Security Gateway

46
Participating Agencies and Entities
  • DoITT
  • NYPD
  • DoC
  • DoP
  • DJJ (Q4 08)
  • DoHMH
  • 311
  • ACS (Q4 08)
  • OCA
  • NYS DCJS
  • NYC.gov
  • NYC Business Express (Q4 08)
  • KCDA
  • BXDA
  • QCDA
  • NYDA

CJA City Clerk (09) Many more to come in the
next 12 24 Months
47
Standards
  • Why do we need standards?
  • Allows Agencies and other Entities to speak a
    common language
  • Allows Agencies and other Entities to
    inter-operate with each other
  • 2. What Standards do we use?
  • NIEM (National Information Exchange Model)
    Started at the Federal Level via Justice and has
    established a common set of objects that can be
    shared across domains
  • WS-I (Web Services Interoperability) Standards
    body that ensures compatibility of web services
    across different implementations (i.e J2EE and
    .NET)
  • NYC Enterprise Headers City developed to define
    and execute policies within the integration hubs
  • UDDI (Universal Description, Discovery and
    Integration) Standard that allows publish and
    discover of services from a central location. Has
    been extended to handle NYC Enterprise Headers
  • 3. What do we try to avoid?
  • Product specific standards i.e. COTS packages
    claim XML standards as long as you abide by COTS
    standards

48
What we need for Success
  • Good SOA starts with Good Governance
  • Enable the Business to leverage upcoming
    technologies to generate the appropriate
    reporting and policy development and enforcement
    that enables Governance bodies to make decisions
  • DataShare 3.0 puts the tools in place to
    facilitate
  • Allow compliance with standards and laws
  • Control Change Management
  • Ensure Quality of Services
  • 2. Active participation and input from the
    Agencies
  • SOA succeeds when the Business owns it
  • Continue to solicit information and input from
    the major programs based on requirements
  • HHS Connect
  • NYC Business Express
  • 311 (Citizen Service)
  • Integrated Justice

49
Q A
  • QUESTIONS?

50
Citywide Identity Managementand Directory
ServicesApplication Integration
51
Enterprise Directory Services/ IT Security
  • Key Goals for Management of Identities
  • Single Identity One identity for any
    individual, regardless of relationship with the
    City
  • Employee Life-Cycle Management - Be able to
    create and remove internal identity accounts and
    enable/disable access to internal
    applications/services. Automated provisioning and
    De-provisioning
  • Centralized Authentication Provide applications
    and services a single point to authenticate all
    users.
  • Registration of Identities Processes to ensure
    a user can establish an identity with the
    appropriate level of trust.
  • Reduced/Single Sign-On Simplify management of
    passwords by reducing the number of identity
    accounts to manage and provide tools to permit
    the user to easily and securely manage the
    passwords.
  • Policies/Standards Define the security controls
    necessary to manage identities

52
Enterprise Directory Services/ IT Security
  • Current State - Citywide Identity Management
  • Centralized Authentication, Authorization, White
    Pages
  • Many applications, systems and services
    integrated.
  • Initially focused upon internal identities
  • Highly available globaly load-balanced Directory
    Services and failover capability for Identity
    Management services

Agency Directories
Password Self-Service Desktop Single
Sign-On City-Wide White Pages Citywide
Applications, Systems And Services Internet
Applications
Citywide Directory Services Identity Management
HR
53
Enterprise Directory Services/ IT Security
  • Current Activities
  • Internal Identity Consolidation Complete
    consolidation of internal identities
  • Employee Life-Cycle Management Automated
    de-provisioning available, in progress to
    integrate data for automated provisioning.
  • Application Support Continued efforts to
    integrate new applications and services.
  • Infrastructure Upgrade Planning and deployment
    of new environment to meet expanded goals for
    Citywide Identity Management needs.

54
Enterprise Directory Services/IT Security
  • Requirements
  • All applications on CityNet providing access to
    users from more than one agency must utilize LDAP
    authentication rather than creating another
    identity repository. Web based applications
    should plan on supporting SAML in the future.
  • External facing applications must support LDAP
    currently and web based applications must plan on
    supporting SAML in the future.
  • In the future, applications will be expected to
    utilize Web Services to manage the registration
    of external identities, establishment of
    authentication credentials for external
    identities and ongoing management of identity,
    authentication and authorization data.

55
Enterprise Directory Services/IT Security
  • Common approaches for City-Wide user
    authentication
  • Search by Email address and authenticate using
    LAN password
  • Allow user to select Agency and supply LAN
    username/password.
  • Search by Employee ID/Consultant ID and
    authenticate using LAN password (Standard method
    for internal users)

56
Enterprise Directory Services/IT Security
  • Distributed Authorization
  • Applications may utilize groups defined by each
    agency to determine basic access to the
    application. Additionally, business groups
    defined by each agency can be leveraged by
    applications to provide more granular
    authorization capability. Note that naming
    conventions must be discussed with the Enterprise
    Directory Services team.

Citywide Directory Services
Applications use groups for authorization
Agency Domain Create groups in
CityWideGroups container
57
Enterprise Directory Services/IT Security
  • Centralized Authorization
  • Applications may utilize groups defined centrally
    by authorized individuals to determine basic
    access to the application. The application can
    provide a management interface and update the
    directory or individuals can be provided web
    based access to the City-wide directory. The
    application specific groups are stored in the
    hosted directory space.

Citywide Directory Services
Applications use groups for authorization
58
Enterprise Directory Services/IT Security
  • Hosted directory space
  • Applications can use dedicated directory space to
    store/manage its user information. Within this
    model, specific schema requirements must be
    reviewed as well as ensuring that the search
    filters utilized are properly configured and
    optimized if necessary.
  • The base for each application is unique -
    typically ouApplication,ouAgency,oAPPS.
  • Web based access to manage this hosted
    directory space is also available. Rights can be
    delegated appropriately. This is necessary when
    an application only reads from the directory.

Enterprise Directory Services
Application
59
Enterprise Directory Services/IT Security
  • Planned Activities
  • Strong Authentication Support Public Key
    Infrastructure (PKI) and other options for
    sensitive applications/transactions.
  • Digital Signatures Provide support for digital
    signatures in support of the Citys delivery of
    key services.
  • Web Single Sign-On Provide centralized
    authentication and authorization for internal and
    external web applications to support Single
    Sign-On to the end user.
  • Web Services Integration Integrate the Identity
    Management platform with Web Services that will
    provide consolidated and consistent capabilities
    in the management of external identities,
    including registration, identity validation
    services, credentials management, integration of
    alternate authentication technology, identity
    data management and the management of roles
    utilized for authorization and access control.
  • External Federation Federated Identity
    Management with the State of New York and other
    external organizations.

60
Citywide Identity Management Strategy
External Legacy Applications
HR
External Federation
Web SSO (SAML)
External Directory Services Business
Partner Residents Customers
Digital Signatures, Strong Authentication
Citywide Single Identity Vault Employee Consulta
nt Business Partner Residents Customers
External Web Applications nyc.gov AccessNYC NYCSer
v Human Services
Internal Directory Services Employees Consultants

Web Services
Internal Web Applications
Agency Directories
Internal Legacy Applications
61
Q A
  • QUESTIONS?

62
Security Accreditation
63
Application and Infrastructure Protection
Citywide Security Policy
Citywide Security Architecture Standard
Citywide Security Accreditation
64
Application and Infrastructure Protection
  • Citywide Security Policy broadly defines security
    controls and requirements.
  • Citywide Security Architecture Standard defines
    how those controls are implemented.
  • Citywide Accreditation Process ensures that
    applications and infrastructure support Citywide
    policy and technical controls.

65
Security Architecture Standard
  • Security Policy
  • Data Classification
  • Security Accreditation Process
  • Security Zones
  • Perimeter
  • Internet Access
  • Citynet Connectivity and Remote Access models
  • DMZ
  • Security Monitoring
  • Email Protection
  • Citywide Directory Services
  • Telephony
  • Digital Certificates

66
Security Accreditation Process
67
Inputs for the Accreditation Process
  • Data classification decision
  • Application intake documentation
  • Design documentation
  • Process flows
  • Application communications flow
  • Qualys scan results
  • Appscan scan results

68
Key Policies and StandardsData Classification
  • Security control requirements are based on the
    highest data classification of the data that is
    processed by the application
  • 4 Levels of Data Classification
  • Public
  • Sensitive internal only, little impact if
    disclosed
  • Private personal information or personal health
    information whose disclosure could impact the
    City
  • Confidential highest level of sensitivity, and
    disclosure could cause extreme danger to the City

69
Key Policies and StandardsEncryption
  • Data classified as PRIVATE or CONFIDENTIAL must
    be encrypted in transmission and at rest
  • User credentials may not pass through Citynet in
    the clear. This means that telnet, FTP, and HTTP
    (when used to pass credentials) are prohibited.
    SSH, SFTP or SSL-FTP, and SSL are the secure
    alternatives

70
Key Policies and StandardsIdentity Management
  • Multiagency and internet applications must
    utilize the Citywide LDAP Directory and not
    proprietary or localized credentials stores.
  • Password controls must meet the requirements set
    forth in the Password Policy.

71
Key Policies and StandardsSecurity Architecture
  • Web based applications must be built to comply
    with the Citywide 3 Tier architecture (separate
    web, application, and database abstractions).
  • All external connections must terminate on the
    DoITT managed perimeter.

72
Key Policies and StandardsUser Responsibilities
  • All users, consultants, and contractors are
    responsible and accountable for safeguarding
    information assets from unauthorized
    modification, disclosure, and destruction.
  • Every user of City of New York computing
    resources will receive a copy of the Citywide
    User Responsibilities Policy and sign an
    acknowledgement of receipt and understanding.

73
Q A
  • QUESTIONS?

74
New York City Wireless Network Project Overview
75
Project Overview
  • NYCWiN is a high-speed secure, reliable, and
    redundant wireless data network designed to
    efficiently support the Citys public safety and
    public service agencies.
  • Provides real-time, critical information to the
    Citys field officers where and when they need it
  • Expedites decision making, improves public
    safety, and facilitates rapid, coordinated
    emergency response
  • Increases speed of wireless data transmissions to
    mobile devices

76
Project Benefit Enhance Public Safety
  • Improves emergency response, command and control
    and situational awareness capabilities by
    enabling real time access to information such as
  • Existing agency systems
  • City, State, and Federal databases
  • Internet web sites
  • Automatic Vehicle Location (GPS)

77
Project Benefit Enhance Public Safety
  • Streamlines and enhances daily public safety
    operations and integrates communications to
    improve Citywide response.
  • Transmission of incident video to and from
    emergency responders and command centers
  • Updates of incident management systems with
    real-time photos and video

78
Project Benefit Enable the Mobile Workforce
  • Enhances our ability to work at any time from
    anywhere
  • City Inspectors and Field Officers will have
    real-time access to agency information including

79
Project Benefit Enable the Mobile Workforce
  • Handheld computing devices improve the ability to
    work at any time from anywhere
  • Enhance functionality of existing handheld
    deployments
  • Provide real-time, high-speed connectivity
  • Uses
  • Ticketing systems
  • Inspection systems
  • Field alerts and notifications
  • Field access to centralized
  • databases

80
Project Benefit Enhance Agency Operations
  • DOT - Traffic Signal Control
  • Ensure that lights remain in sync and are
  • reliably monitored
  • Enhance response time to traffic control issues
  • DEP - Automatic Meter Reading
  • Remote water meter reading
  • Enhanced customer service
  • DSNY - Automatic Vehicle Location
  • Enhance route planning
  • Make optimal use of City assets

81
Applications Strategy
Architecture
DNS
E-Directory
By providing real-time access to existing agency
Applications, NYCWiN becomes a
wireless extension of the Citys existing IT
architecture
82
Applications Strategy
User Devices
83
Incident Video Management Applications
Video Customers
NYCWIN
Transportation Network
Management Layer
Interoperable Video System (IVS)
Video Storage
Storage/ Retrieval
84
Network Reliability
  • With NYCWiN, the City will not need to rely on
    commercial wireless networks.
  • Public safety cannot rely on commercial wireless
    networks for emergency communications
  • Commercial networks are unable to meet the Citys
    mission critical requirements
  • NYCWiN is designed for greater reliability and
    redundancy than commercial networks
  • Avoid network congestion during emergency
    situations
  • Availability of priority access for first
    responder data transfer

85
Network Architecture
Radio
Network
Access
Management
Node
WAN
HUB
Mobile Data
Router
Terminals
IP Backbone over
Radio
Commercial Optical
Microwave
Access
Ethernet Services
Authentication
Backhaul
Application
Node
Links
Servers
Between RAN
LNS
Automatic
Sites
Router
Vehicle
Location
Encryption
Primary
Server
Radio
NOC
Access
Radio
Node
Access
CityNet
Call
Node
Boxes
HUB
Radio
Access
Node
Traffic
Radio
PSTN
NYPD
,
FDNY,
OEM,
Controllers
Access
DOT and other
Node
1000
'
s of Subscriber
Agency
Devices
Applications

400
Radio Access
Alternate NOC
Node Sites
86
Network Operations Centers (NOCs)
  • Fully Redundant
  • Primary and alternate locations with complete
    failover capability
  • Redundant power (generator) and
    telecommunications
  • Controls, Manages Monitors the Network
  • Provides complete help desk/trouble ticket
    solution
  • Supports network administration, security and
    alarms
  • Based on Open Standards
  • Uses Manager-of-Managers architecture
  • Provides Asset Management and Tracking
  • Subscriber provisioning
  • Web portal for each agency

87
Network Status
  • Since January 2007, NYCWiN has been available
    in lower Manhattan for application testing with
    City agencies.
  • On April 1, 2008 NYCWiN was launched in the
    Bronx, Manhattan, Queens, and Brooklyn, covering
    70 of all Police Precincts and Firehouses across
    the City.
  • Deploying broadband wireless technology at
    approximately 400 sites across the City.
  • Launched initial network capabilities on April
    1st, 2008
  • Will launch Citywide by end of Summer 2008
  • Meet complete Citywide coverage objectives by
    end of 2008

88
Network Status
89
Network Status
  • Continually rolling out new applications with
    City agencies onto NYCWiN
  • To date 54 applications are deployed by 19
    agencies using NYCWiN throughout the City.
  • Outreach and partnering with NYC Agencies to
    improve their wireless capabilities
  • Continued planning for integrating NYCWiN into
    their agency operations
  • Questions about using NYCWiN
    NYCWiN_at_doitt.nyc.gov

90
Conclusion
  • NYCWiN will foster security, efficiency and
    reliability both for City agencies and the
    community
  • Critical information will be communicated.
  • Mobile resources will be coordinated.
  • Communication will be robust and reliable.

91
Q A
  • QUESTIONS?

92
How to Do Business with New York City
  • Barbara Lederman
  • Agency Chief Contracting Officer (ACCO)
  • The Department of Information Technology and
    Telecommunications (DoITT)

93
Business Opportunities with New York City
  • Goods and Services
  • Equipment and other Supplies
  • Standard Services
  • Professional Services
  • Construction and Related Services
  • Types of Awards
  • Contracts
  • Franchises
  • Concessions
  • Grants

94
Register to be Included on a Bidders List
  • For contracting opportunities, vendors should
    register to be on a Bidders list with
  • Vendor Source the Citys on-line Bidders List
    for goods and services www.nyc.gov/selltonyc
  • Department of Citywide Administrative Services/
    Division of Municipal Supply Services (DCAS/
    DMSS) Bidders List manages the Citys bidders
    list for commodities (goods) purchases above
    100,000 call (212) 669-8562 for an application
    to be included on the bidders list

95
Solicitation Types
  • Competitive Sealed Bids (CSB)
  • Competitive Sealed Proposals (CSP)
  • Negotiated Acquisition
  • Intergovernmental
  • For complete information on procurement methods
    and rules, visit www.nyc.gov/ppb or
    www.nyc.gov/selltonyc

96
Competitive Sealed Bids (CSB)
  • Vendors submit sealed bids based on
    specifications issued by City agencies
  • The lowest-priced responsive and responsible
    vendor is selected for award
  • This method is mainly used for purchasing goods,
    construction and standard services

97
Competitive Sealed Proposals (CSP)
  • CSPs are also known as Request for Proposals
    (RFP)
  • They are developed by agencies to detail the
    expertise, experience and programmatic approach
    desired
  • Vendors respond with two separate sealed
    proposals one technical and one price
  • This method is most often used for purchasing
    services

98
Negotiated Acquisition
  • Method of procurement used when only a limited
    number of capable vendors exists
  • Agency engages in preliminary discussions with a
    vendor to explore the feasibility of a proposed
    project
  • all qualified vendors that express interest can
    participate in the negotiation
  • Discussions are not negotiations for the
    selection of a vendor
  • Often used for Human Service contracts and by the
    Law Department for litigation support

99
Intergovernmental
  • City Agencies also purchase goods and services
    from vendors who contract with other government
    entities, such as, New York State Office of
    General Services (NYS OGS) and the Federal
    General Services Administration (GSA)
  • Intergovernmental purchases are based on the
    terms and conditions of contracts between the
    vendor and OGS or GSA
  • Used for IT services, Security, Hardware and
    Software

100
Contracting with New York City Through NYS OGS
Contracts
  • For information on contracting with New York
    State, contact
  • New York State Office of General Services (OGS)
    Procurement Services GroupCustomer Services37th
    Floor, Corning TowerEmpire State PlazaAlbany,
    NY 12242
  • Tel 518 474-6717
  • Fax 518 474-2437
  • e-mail customer.services_at_ogs.state.ny.ushttp//
    www.ogs.state.ny.us/purchase/Default.asp

101
Contracting with New York City Through Federal
Government Schedule 70
  • For information on contracting with the Federal
    government, contact
  • U.S. General Services Administration (GSA)
  • 1800 F Street, NW Washington, DC 20405
  • Tel (877) 495-4849 (toll-free)Tel (703)
    305-6235Fax (703) 305-7944
  • e-mail vendor.support_at_gsa.gov http//www.gsa.gov/
    gettingonschedule

102
Where to Find Information About City Procurements
  • Register with the City Record Online to receive
    notices for
  • Solicitation
  • Award
  • Cancellation
  • City Record On-line (CROL)
  • http//www.nyc.gov/html/dcas/html/vendors/cityreco
    rd.shtml and click on the link for the CROL

103
Recent Laws that Affect Contracts
  • Local Law 34 of 2007 Pay to Play
  • Local Law 43 Electronic Funds Transfer (EFT)
  • Local Law 129 Minority and Women Owned Business
    Enterprises (M/WBE)

104
Recent Laws that Affect Contracts
  • Local Law 34 of 2007
  • Established a Doing Business Database of all
    vendors that are doing or seek to do business
    with the City, in order to regulate campaign
    contributions from those vendors to candidates
    for municipal office.
  • To learn more about LL 34 use the following link
    http//www.nyc.gov/html/mocs/html/programs/local_
    law_34.shtml

105
Recent Laws that Affect Contracts
  • Local Law 43 of 2007
  • Requires the City to make payments to contractors
    by electronic funds transfers (EFT) for contracts
    entered into after January 1, 2008 that are
    greater than 25,000 for work, labor, services,
    supplies, equipment, materials or any combination
    of these.
  • To enroll in the Vendor Payment EFT Program visit
    the City Department of Finances website
    http//www.nyc.gov/html/dof/html/services/services
    _vendors_eft.shtml

106
Recent Laws that Affect Contracts
  • Local Law 129 of 2005
  • Created a program to increase opportunities for
    certified Minority- and Women-owned Business
    Enterprises (M/WBE) to participate in City
    contracting
  • The program applies to City contracts and
    subcontracts in specified industries in amounts
    less than 1 million. The M/WBE program is
    administered jointly by MOCS and the Department
    of Small Business Services (SBS)
  • To learn more about LL 129, use the following
    link http//www.nyc.gov/html/sbs/nycbiz/html/sell
    ing_to_government/wbe.shtml
  • To view SBSs Online Directory of Certified
    firms, visit http//www.nyc.gov/html/sbs/html/pro
    curement/mwbe.shtml

107
M/WBE Subcontractor Participation Goals
  • For prime contracts with subcontracting in
    construction and professional services,
    subcontractor participation goals are established
    for subcontracts under 1 million
  • Find out the utilization goals by reading the
    solicitation document, attending the pre-bid
    meeting, or calling the agency
  • Utilization of M/WBE subcontractors is a material
    term of any contract where goals have been
    established. Failure to utilize M/WBE
    subcontractors can result in having a contract
    terminated, disbarment, and/or the assessment of
    liquidated damages
  • SBS audits open/completed contracts to make sure
    contract winners have achieved the utilization
    required in the contract

108
Additional Contracting Requirements
  • Information from VENDEX questionnaires is
    recorded in a City database that tracks past
    vendor performance. Agencies use it to make
    decisions regarding prime and subcontractor
    responsibility. Vendors must complete and submit
    questionnaires if they have contracts or
    subcontracts valued at 100,000 during the
    preceding 12 months.
  • Vendors must complete a business questionnaire
    for the company (or individual) signing the
    contract vendors organized as corporations must
    also complete principal questionnaires by
    owners of at lease 5 and principal officers as
    defined in the VENDEX guide.
  • For VENDEX questionnaires and complete
    instructions visit http//www.nyc.gov/html/mocs
    /html/research/vendex.shtml
  • Completed questionnaires must be sent directly to
    the Mayors Office of Contract Services (MOCS)
    for processing

109
Additional Contracting Requirements
  • The Division of Labor Services (DLS) at DSBS
    enforces Executive Order No. 50, which requires
    City contractors comply with federal, state, and
    local equal employment opportunity (EEO) laws and
    regulations. 
  • Prior to the award of a City contract, a
    contractor must submit an Employment Report
    containing information on their employment
    policies and practices and workforce
    composition. 
  • DLS will analyze the report to determine if the
    contractor maintains nondiscriminatory hiring and
    employment practices.
  • To learn more about DLS Supply and Service
    Reports or to download instruction and forms,
    visit http//www.nyc.gov/html/sbs/html/procureme
    nt/dls.shtml

110
Vendor Resources
  • The Mayors Office of Contract Services (MOCS) -
    www.nyc.gov/mocs - follow the link titled vendor
    resources
  • The Department of Small Business Services (DSBS)
    www.nyc.gov/sbs - follow the link titled
    selling to government

111
Contact Information
  • Barbara Lederman, ACCO
  • The Department of Information Technology and
    Telecommunications (DoITT)
  • 75 Park Place, 9th Fl.
  • New York, NY 10007
  • Tel (212) 788-6485
  • Fax (212) 788-6489
  • E-mail blederman_at_doitt.nyc.gov

112
This presentation can be accessed online
at www.nysforum.org
113
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